How can executive coaching support leaders to develop and refine their leadership identities? Nelia Koroleva reports, drawing on her research
This article explores how executive coaching supports senior leaders and executives in developing and refining their leader(ship) identities. It emphasises the importance of aligning personal and professional identities for effective leader(ship), particularly in senior roles.
Through case studies from my research, it illustrates how coaching interventions strengthen leader(ship) self-awareness, growth and resilience in senior leaders navigating complex challenges. Ultimately, it underscores the valuable role of coaching in supporting leader(ship) identity work to achieve personal and professional success. The article also provides insights and recommendations for coaches, HR practitioners, and organisations seeking to enhance leader(ship) effectiveness.
Introduction
Identity is a fluid, ongoing process that’s socially constructed and continuously negotiated through interactions with others (Albert & Whetten, 1985; Alvesson & Willmott, 2002; Gioia, Schultz, & Corley, 2000; Sveningsson & Larsson, 2006; Thomas & Linstead, 2002). It represents an individual’s self-understanding and evolves over time. In the context of leadership and coaching, it’s essential to differentiate between leader identity, leadership identity and leader(ship) identity. While often used interchangeably, these terms have distinct meanings and implications.
Leader identity refers to how individuals perceive themselves in leadership roles, influencing their behaviour and engagement in leadership tasks (Day, 2000; DeRue & Ashford, 2010). Leadership identity, on the other hand, incorporates relational and collective aspects, extending beyond personal self-perception to impact group cohesion and influence (Haslam et al., 2022; Miscenko, Guenter, & Day, 2017). Leader(ship) identity development is a dynamic process that encompasses both leader and leadership identity development, without emphasising their operational distinctions (Orsini & Sunderman, 2024).
Identity work refers to the activities which individuals engage in to create, present, and sustain identities aligned with their self-concept. It’s a continuous, fluctuating process that reflects how individuals frame, shape, and alter their self-concept over time (Brown, 2022; Sveningsson, Gjerde & Alvesson, 2021). This process plays a crucial role in leader(ship) development, supporting the growth of self-awareness and adaptability in leader(ship) roles.
The combined concept of leader(ship) identity work simplifies and clarifies the complex relationship between leader identity (self-perception as a leader) and leadership identity (how one is perceived and performs in leadership roles). By merging these concepts into a unified framework, the distinctions between internal self-concept and external perceptions become clearer, reducing potential confusion in both theory and practice. In addition, the integration of leader(ship) identity work into executive coaching challenges traditional coaching practices that focus on fixed competencies, skills, and tasks. Instead, it highlights the dynamic and evolving nature of leader(ship) identity.
My research: exploring leader(ship) identity through coaching
In my doctoral research (2017–2024) at Oxford Brookes University in the UK, I used narrative inquiry (Clandinin, 2006a; 2006b; 2022) to explore how 34 expert executive coaches at MCC and PCC ICF levels supported leader(ship) identity work among senior leaders and executives globally. These coaches, based in Canada, France, Greece, Hong Kong, India, Malta, Spain, the UK, and the US, engaged in culturally diverse and globally varied coaching practices.
Based on the research findings, I developed the empirical framework, The Mechanism of Executive Coaching to Support Leader(ship) Identity Work, which integrates three key themes:
- The holistic and dynamic nature of leader(ship) identity work
- Contextual factors and intrinsic aspects
- The coaches’ support for leader(ship) identity work.
This framework provides a structured approach that aligns with contemporary understandings of leader(ship) identity from the perspectives of executive coaches. I propose that executive coaching can be viewed as an identity enhancement space, in which it helps senior leaders explore, develop, and align their leader(ship) identities with their aspirations. It creates a trusting and supportive environment for reflecting on personal and professional values, strengths and challenges, fostering growth and transformation. Through targeted feedback and reflective practices, executive coaching assists leaders in navigating their leader(ship) identities, leading to a deeper understanding of themselves as leaders, along with their leadership styles, competencies, skills and influences.
Leadership isn’t a static set of behaviours but a continuous journey of self-discovery, adaptation and growth (Crossan, Vera, & Nanjad, 2008; Malakyan, 2019). The integration of leader(ship) identity work into executive coaching challenges traditional practices that view identity as a static, fixed concept. Rather than being a set of unchanging traits or roles, leader(ship) identity is seen as a dynamic, evolving process shaped by personal experiences, feedback, and reflection. This approach shifts the focus from merely achieving tasks to developing a deeper understanding of one’s evolving leader(ship) identity.
Case studies
The following case studies illustrate how executive coaching helps senior leaders navigate changes in both their professional and personal lives, often driven by life or workplace transitions. These examples provide real-world contexts for understanding how coaches support leaders in performing, questioning, and redefining their leader(ship) identities to address internal conflicts, personal and work-related changes. They serve as valuable resources for coaching practitioners and stakeholders, offering diverse perspectives and actionable insights into the coaching process.
To anonymise the coaches, each coach is identified by a code consisting of a letter for gender, and a number.
Case study 1:
Imposter
Feelings of impostor syndrome can arise when leaders face unfamiliar roles. Coach 1F worked with a senior leader in country X who felt unqualified for their new responsibilities. By addressing these feelings in depth, the coaching sessions explored the leader’s values, behaviours and desires. This process helped them move beyond self-doubt, redefining their leader(ship) identity and aligning it with their role.
Case study 2:
Zero identity
This case demonstrates how workplace changes, such as promotions or new appointments, can challenge a leader(ship) identity. Coach 2F worked with a leader transitioning from a middle management role, unfamiliar to their team and board. It necessitated a foundational rebuilding of identity, while understanding changes in professional behaviour and relationships. Existential questions such as What am I doing here? and What am I doing in my life? emerged as critical themes. This coaching engagement explored their identity in relation to personal and professional transitions.
Case study 3:
Leadership avoider
Some leaders avoid stepping into their roles due to a lack of readiness or confidence. Coach 3F worked with a highly intellectual leader who initially resisted adopting a leader(ship) identity. Through targeted exercises and identity work, such reflections, and experiences that shape, redefine or reaffirm their sense of self, the leader gradually embraced their role and began making impactful decisions.
Case study 4:
Micro manager
Micro-management often stems from issues of control and an undeveloped leader(ship) identity. Coach 4F describes working with a general manager who initially felt responsible for everything, quickly becoming overwhelmed. Through coaching, the leader learned to trust others, shifting from being a sole leader to a network leader. This transformation enabled them to delegate effectively, build trust and focus on strategic leader(ship), eventually earning a promotion.
Case study 5:
People-pleasing director
A leader’s tendency to please everyone can undermine their ability to make difficult decisions and express dissent. Coach 1M worked with a director who recognised how this pattern, marked by a reluctance to confront challenges, an avoidance of conflict, and a focus on maintaining harmony, was impacting their leader(ship). The coaching intervention explored their beliefs and behaviours, with a particular focus on why they avoided conflict and how this diminished their effectiveness and authenticity. Through analysing these patterns, the leader gained valuable insights into their actions and began adopting healthier approaches to decision-making and communication.
Case study 6:
General director as a parent
This case illustrates identity confusion, where a leader acts as a parent in the workplace. A general manager, who approached leader(ship) through caregiving, faced a personal crisis after being made redundant. Their sense of betrayal led to identity upheaval as their parental approach was questioned. Coach 2M worked with them to understand the inappropriateness of bringing parental dynamics into the boardroom and to redefine their leader(ship) identity in a professional context.
Case study 7:
Poor representation
In this case, the leader’s inability to project confidence and clarity weakened their leader(ship) identity, particularly their leader(ship) presence. By providing real-time feedback after meetings, Coach 5F helped the leader refine their communication skills and leadership demeanour, aligning their actions with their evolving leader(ship) identity. This intervention not only enhanced their ability to lead more effectively but also reinforced their self-perception as a confident and capable leader, ultimately contributing to their promotion.
Case study 8:
Despotic leader
This case focuses on a leader who exhibited controlling and unapproachable behaviour. Coach 3M worked with a CEO who hoarded proposals, refused to approve them, and was resistant to communication. Over a year-long coaching intervention, the coach helped the CEO reflect on these behaviours and their origins. Gradually, the CEO became more approachable and collaborative, transforming their relationships with colleagues and creating a healthier organisational climate.
Case study 9:
Lost spark
This example illustrates a leader who had lost motivation and engagement in their work. Coach 6F worked with a director who felt stuck in a male-dominated industry and believed they had plateaued. Through leader(ship) mapping and small, targeted changes, the director regained their confidence and reconnected with their team, resulting in a positive shift in their leader(ship) presence and effectiveness.
Case study 10:
Virus in a system
This case highlights the challenges faced by expatriate leaders, who are often perceived as ‘outsiders’ by their teams. Coach 4M worked with an expat leader who was initially rejected by the organisation. Over time, the leader integrated into the system by demonstrating patience, flexibility, and determination. The coaching process supported them through periods of fatigue and low motivation, ultimately helping him realise their vision and achieve success.
Case study 11:
I am going to leave everything
This case illustrates a senior leader who, despite outward success, faced existential questions about their work and life, feeling restless and unfulfilled. After 18 months of coaching and deep reflection with Coach 7F, the leader decided to leave their high-paying management role and pursue a pilot’s licence to follow their passion for a career in aviation.
This decision was driven by a need for self-exploration and personal growth, highlighting how leader(ship) identity evolves as individuals seek greater meaning and alignment with their values.
These case studies demonstrate that leader(ship) identity is separate from leadership roles and behaviours. While leadership roles may require adaptability, leader(ship) identity reflects a leader’s fundamental sense of self and their approach to leader(ship). Coaching interventions helped address conflicts within leader(ship) identity, assisting senior leaders in tackling challenges such as underperformance, misalignment with roles, and existential crises. Leaders who overcame these challenges were able to recognise their issues and fully engage in coaching, leading to meaningful transformation and growth.
Recommendations
Building on the proposed The Mechanism of Executive Coaching to Support Leader(ship) Identity Work, and case studies presented, it’s recommended that executive coaching practitioners adopt a holistic, flexible approach that focuses on both the internal and external aspects of leader(ship) identity. Coaches should create a safe and supportive environment that encourages self-reflection, enabling senior leaders to explore their personal values, strengths, and challenges while aligning these with their professional roles.
Additionally, coaches should be equipped to address existential questions and conflicts within leader(ship) identity, helping leaders navigate transitions and build resilience. By integrating targeted feedback and reflective practices, coaches can support leaders in transforming their leadership approach, fostering greater self-awareness, and enabling more authentic and effective leader(ship) in complex and evolving organisational contexts.
About the author
- Dr. Nelia Koroleva, DCM, MA, BA(Hons), MA/BA Econ is a visiting lecturer, consultant, and executive coach specialising in leadership and coaching. With a blend of academic research and practical expertise, her work focuses on leader(ship) identity development and sustainable change, underpinned by her doctoral research and an MA from Oxford Brookes University. Her publication, A New Model of Sustainable Change (Koroleva, 2016) has garnered international recognition, including a presentation at the 5th International Coaching Congress in Switzerland. Over the past eight years, she has developed 18 innovative programmes and facilitated 227 workshops, positively impacting more than 3,500 participants across the corporate, education, and healthcare sectors. Her client portfolio includes Coca-Cola HBC (recognised with an ICF Global 2016 Prism Award Honourable Mention), the University of Oxford Summer Courses, the University of Westminster, and the NHS.
- N.Koroleva@westminster.ac.uk
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