85% of business leaders report questioning or regretting decisions they have made [1]. At the same time, leaders today have access to more data, more analytical tools, and more strategic frameworks than ever before. So why does decision distress remain so widespread? The explanation may not lie in insufficient analysis, but in something less visible: identity. Decisions as Acts of Identity Identity research suggests that individuals strive for coherence between their actions

Identity is often discussed as something abstract or philosophical.But psychologically, identity plays a very practical role: it helps human beings satisfy fundamental human motives. Research shows that a healthy sense of identity supports core psychological needs. When these needs are met, people tend to feel grounded, capable, connected, and purposeful. When they are frustrated, identity strain often shows up quietly, as disconnection, over-adaptation, loss of motivation,

Authenticity and a sense of belonging at work aren’t just nice to have. They’re critical for effective leadership and team success. Leaders who feel they can show up as themselves, while also feeling connected to their organization, are more engaged, make better decisions, and foster innovation. They build trust, create psychologically safe environments, and inspire their teams to perform at their best. Yet many of us experience tension: we want to lead authentically, but don

Innovation is widely celebrated as the engine of growth. And yet, despite 96% of executives agreeing that innovation drives growth, only 21% of organizations actually achieve their innovation goals. One of the biggest barriers? 78% of executives say that poor organizational culture is a key obstacle to innovation. While skills, technology, and processes matter, it’s the culture shaped by authentic, self-aware leaders that often determines whether innovation actually happens.

Burnout among managers is real: studies show that 67 % report regular stress, and 73 % experienced burnout in the past year. While heavy workloads and pressure play a role, research and practice highlight another key factor: burnout often arises when leaders’ work doesn’t align with who they are. Conflicting role demands, unclear priorities, and decisions that feel misaligned with personal values can drain energy and focus, even for highly capable leaders. How Identity Work H

Most of us had a clear idea of who we wanted to become when we were younger. Childhood photos remind me of the identities I once imagined for myself: singer, architect, biologist. Those paths didn’t become my profession, but they never truly disappeared. They continued to show up in my interests, in the questions I explored during my PhD, and eventually in the work I do today. This isn’t unusual. Research on identity development shows that our early interests often carry forw

Leadership Is Not Just About What You Do — It’s About Who You Become. Many managers sense it intuitively: leadership is less about checking boxes and more about shaping the person you grow into along the way. Beyond targets and KPIs, what truly forms a leader is the ongoing negotiation between identity, responsibility, and the systems we work in. Across decades of research on leadership and identity, three core tensions consistently appear — tensions that influence how manage