Graduate Studies

 

First Advisor

L. J. McElravy

Degree Name

Doctor of Philosophy (Ph.D.)

Department

Human Sciences (Leadership Studies)

Date of this Version

8-2-2024

Document Type

Dissertation

Citation

A dissertation presented to the faculty of the Graduate College of the University of Nebraska in partial fulfillment of requirements for the degree of Doctor of Philosophy

Major: Human Science (Leadership Studies)

Under the supervision of Professor L. J. McElravy

Lincoln, Nebraska, July 2024

Comments

Copyright 2024, Brooke Wells. Used by permission

Abstract

Leadership scholars have worked to advance the knowledge of leader identity—how one views oneself as a leader—across many age groups. However, there is still little known about leader identity in older adults. This study explored how older adults identified as leaders after exiting the workforce and in retirement. The retirement process often indicates a transition in which one plans to navigate life post-workforce. For some, retirement may be a signal of growing older. Social identity theory scholars argue that retirees do not always embrace this aging identity. Individuals’ thoughts regarding aging are complex. For those able to embrace and navigate these challenges, this may be an indicator of successful aging and positive well-being resources such as self-efficacy, uncertainty, optimism, and resilience. This study hypothesized that successful aging, and well-being resources related to successful aging, would predict leader identity in retirement. Specifically, the purpose of this structural regression study was to understand what factors of psychosocial well-being influence leader identities for retirees. Analysis revealed that successful aging did predict leader identity. There was no support for the four well-being resources directly predicting leader identity. However, all four well-being resources (self-efficacy, uncertainty, optimism, and resilience) had an indirect effect on leader identity with successful aging serving as a mediator. To compare the proposed model, an established predictor of leader identity, motivation to lead, was analyzed. Motivation to lead was found to predict leader identity. The research concluded that successful aging predicted additional variance of leader identity when accounting for motivation to lead. These findings contribute to leadership and social identity scholarship through its work to understand how retirees view themselves as leaders. Future research may continue to explore these unique leadership experiences and successful aging. Additionally, practitioners may use these findings to create programming that encourages well-being, successful aging, and leader identity development.

Advisor: L. J. McElravy

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