Leadership as Development: Validating the Developmental Self-Concept Scale for Leaders

Developing others is a core component of effective leadership in many leadership theories. However, prior research has focused primarily on observable developmental behaviors, leaving a gap in understanding the self-concepts that may underlie and sustain such behaviors. We extend current theory by suggesting that developing others can be a part of leaders’ core identity that impacts followers. We create and validate the developmental self-concept (DeSC) scale to assess the extent to which leaders construe developing others as central to their leader identity, feel efficacious in fostering follower growth, and feel motivated to do so. Across four studies, we establish the DeSC's psychometric properties and predictive utility. Study 1 supports a three-factor structure with an overarching DeSC factor. Study 2 provides convergent and discriminant validity evidence relative to relevant constructs. Study 3 demonstrates predictive validity in a dyadic field study, with leaders’ DeSC scores predicting direct-report ratings of leadership behaviors and follower outcomes. Study 4 further demonstrates predictive validity in judgment and decision contexts, with higher DeSC scores predicting stronger preferences for developmentally oriented job candidates and greater perceived value alignment with a developmental organization. Overall, the DeSC offers a new tool for studying developmental leadership as an identity-based construct and for evaluating leader development efforts with implications for shaping organizational cultures.