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Seeing Oneself as a Leader: Exploring Leader Self-Perceptions and Leader Behavior
... Adopting this approach, RTL is considered to exist independent of the context. Most studies on RTL focus on the individual level and explore individual psychological considerations without attending to variations in temporal, spatial, and socio-cultural contexts (e.g., Chon et al., 2020). The second approach involves treating context as fundamental in dynamically shaping RTL. ...
Growing evidence suggests a diminishing interest in pursuing leadership roles. This increasing trend of avoiding leadership roles has prompted a new area of research, concentrating on agentic perspectives in leader emergence and self-selection biases. This study focuses on a key concept in this emerging field: “reluctance to lead" (RTL). Only recently has reluctance in the leadership context received limited attention from a few scholars. These efforts primarily concentrated on RTL before the role occupancy by defining it as individuals' hesitations to accept a leadership role when presented with the opportunity. This paper broadens the conceptualization of RTL by extending its definition as the hesitation of a high-potential individual both before and after role occupancy (i.e., individuals’ hesitations about their fit to the role while it is practiced). Prior studies also adopted a person-centered approach, focusing on identity- and competency-related factors while overlooking the contextual aspects in explaining RTL. This paper integrates contextual foci into the discussion of RTL, specifically exploring how spatial and technological, organizational, leadership, socio-cultural, and historical contexts (with a focus on Europe) interface with RTL. We conclude by proposing a research agenda and discussing the theoretical and practical implications of this new line of research.
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