Reflecting on one's best possible self as a leader: Implications for professional employees at work

Abstract Most professional employees aspire to leadership, and this suggests that a best possible leader self—a personalized representation of who an employee aspires to be at their best as a leader in the future—is likely a relevant and motivating self‐representation for employees at work. Integrating theory on best possible selves with control theory, we suggest that activating a best possible leader self can have beneficial effects for the way that any employee feels and behaves at work. Specifically, we propose that employees who reflect on their best possible leader self will enact more leader‐congruent behaviors and subsequently perceive themselves as more leaderlike due to the positive affect generated by such reflection. We found support for our theoretical expectations in an experimental experience sampling study that included both current and aspiring leaders. On days when employees reflected on their best possible leader self, they engaged in more helping and visioning via positive affect. Furthermore, employees perceived themselves as more leaderlike after performing these leader‐congruent behaviors, as captured by higher enacted leader identity and clout. We discuss theoretical and practical implications for research on leadership.