Purpose : This study aimed to explore the influence of diverse role models on the development of leadership capabilities in the contemporary context of global disruptions, thereby providing insights for leadership development initiatives.

Methodology : A qualitative exploratory approach was employed, utilizing semi-structured in-depth interviews to gather data. The purpose of the thematic analysis was to find themes and patterns in the data so that the various impacts of role models on leadership development could be better understood.

Findings : The study revealed that leadership development was influenced by four primary domains of life: family, education, society, and workplace. Each domain of role models contributed uniquely to cultivating specific capabilities essential for effective leadership.

Practical Implications : The findings of this research offered a valuable framework for comprehending the multifaceted impacts of role models on leadership development. This framework could be utilized in various practical applications, including leadership selection processes, educational curricula design, and leadership training programs, to enhance the effectiveness of leadership development initiatives.

Originality : This study contributed to the existing literature by providing a holistic framework that delineates the diverse influences of role models on leadership development. This framework provided a fresh viewpoint by highlighting the distinct skills developed in various spheres of life. This could make it a helpful place to start for research in the future and practical leadership development projects.

1. Agarwal, S., Lenka, U., Singh, K., Agrawal, V., & Agrawal, A. M. (2020). A qualitative approach towards crucial factors for sustainable development of women social entrepreneurship: Indian cases. Journal of Cleaner Production, 274, 123135. https://doi.org/10.1016/j.jclepro.2020.123135
2. Ahn, J. N., Hu, D., & Vega, M. (2020). “Do as I do, not as I say”: Using social learning theory to unpack the impact of role models on students' outcomes in education. Social and Personality Psychology Compass, 14(2), e12517. https://doi.org/10.1111/spc3.12517
3. Aish, N., Asare, P., & Miskioğlu, E. E. (2018). People like me: Providing relatable and realistic role models for underrepresented minorities in STEM to increase their motivation and likelihood of success. In 2018 IEEE Integrated STEM Education Conference (ISEC) (pp. 83–89). IEEE. https://doi.org/10.1109/ISECon.2018.8340510
4. Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2023). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal, 41(5), 700–708. https://doi.org/10.1016/j.emj.2022.04.004
5. Bowers, J. R., Rosch, D. M., & Collier, D. A. (2016). Examining the relationship between role models and leadership growth during the transition to adulthood. Journal of Adolescent Research, 31(1), 96–118. https://doi.org/10.1177/0743558415576570
6. Braun, V., & Clarke, V. (2021). Can I use TA? Should I use TA? Should I not use TA? Comparing reflexive thematic analysis and other pattern‐based qualitative analytic approaches. Counselling & Psychotherapy Research, 21(1), 37–47. https://doi.org/10.1002/capr.12360
7. Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122, 587–598. https://doi.org/10.1007/s10551-013-1769-0
8. Cantore, S. P., & Cooperrider, D. L. (2013). Positive psychology and appreciative inquiry: The contribution of the literature to understanding of the nature and process of change in organizations. In H. S. Leonard, R. Lewis, A. M. Freedman, & J. Passmore (eds.), The Wiley-Blackwell handbook of the psychology of leadership, change, and organizational development (pp. 267–287). John Wiley & Sons. https://doi.org/10.1002/9781118326404.CH13
9. Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Sage Publications.
10. DiRenzo, M. S., Weer, C. H., & Linnehan, F. (2013). Protégé career aspirations: The influence of formal e-mentor networks and family-based role models. Journal of Vocational Behavior, 83(1), 41–50. https://doi.org/10.1016/j.jvb.2013.02.007
11. Durrani, S. (2002). Combating racial discrimination in British public libraries: The role of the quality leaders project. Library Management, 23(1–2), 23–52. https://doi.org/10.1108/01435120210413832
12. Garcia, J., McNally, L., Pacthod, D., & Park, M. (2021, February 26). Capability building in 2030. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/capability-building-in-2030
13. Gartzia, L., Morgenroth, T., Ryan, M. K., & Peters, K. (2021). Testing the motivational effects of attainable role models: Field and experimental evidence. Journal of Theoretical Social Psychology, 5(4), 591–602. https://doi.org/10.1002/jts5.121
14. Guest, G., Namey, E. E., & Mitchell, M. L. (2013). Collecting qualitative data: A field manual for applied research. SAGE Publications Ltd. https://doi.org/10.4135/9781506374680
15. Hong, P. C., Singh, N. P., Elangovan, N., & Yeon, G. (2022). Responding to pandemic challenges: Leadership lessons from multinational enterprises (MNEs) in India. Journal of Management Development, 41(4), 205–222. https://doi.org/10.1108/JMD-11-2021-0309
16. Hughes, R. L., Ginnet, R. C., & Curphy, G. J. (2012). Leadership: Enhancing lessons of experience. McGraw-Hill Education.
17. Kandade, K., Samara, G., Parada, M. J., & Dawson, A. (2021). From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses. Journal of Family Business Strategy, 12(2), 100334. https://doi.org/10.1016/j.jfbs.2019.100334
18. Khatri, P., Kaushik, N., Kaushik, N., Kumari, P., & Kumari, P. (2022). Positive leadership: Qualitative leadership research using deductive pattern matching approach. Prabandhan: Indian Journal of Management, 15(4), 8–27. https://doi.org/10.17010/pijom/2022/v15i4/169247
19. Kouzes, J., & Posner, B. (2022). Learning leadership: The five fundamentals of becoming an exemplary leader. Human Resource Development Quarterly, 33(1), E1–E3. https://doi.org/10.1002/hrdq.21277
20. Kumari, K. T. (2022). Work/family conflict and career advancement: Demographic differences as moderators among IT employees. Prabandhan: Indian Journal of Management, 15(9), 25–39. https://doi.org/10.17010/pijom/2022/v15i9/172193
21. Linneberg, M. S., & Korsgaard, S. (2019). Coding qualitative data: A synthesis guiding the novice. Qualitative Research Journal, 19(3), 259–270. https://doi.org/10.1108/QRJ-12-2018-0012
22. Mäkinen, V., Liebkind, K., Jasinskaja-Lahti, I., & Renvik, T. A. (2019). A teacher-led vicarious contact intervention in culturally mixed classrooms with in- and outgroup role models of intergroup friendship. Journal of School Psychology, 75, 27–40. https://doi.org/10.1016/j.jsp.2019.07.002
23. McClellan, J., Levitt, K., & DiClementi, G. (2017). Emotional intelligence and positive organizational leadership: A conceptual model for positive emotional influence. Journal of Behavioral and Applied Management, 17(3), 197–212. https://doi.org/10.21818/jbam.17.3.2
24. Meesala, A., Vani, H., & Diana, D. (2015). The influence of social focus values on performance and competency: A study on select organizations in Telangana state. Prabandhan: Indian Journal of Management, 8(3), 23–32. https://doi.org/10.17010/pijom/2015/v8i3/61287
25. Morgenroth, T., Ryan, M. K., & Peters, K. (2015). The motivational theory of role modeling: How role models influence role aspirants' goals. Review of General Psychology, 19(4), 465–483. https://doi.org/10.1037/gpr0000059
26. Ogunfowora, B., Maerz, A., & Varty, C. T. (2021). How do leaders foster morally courageous behavior in employees? Leader role modeling, moral ownership, and felt obligation. Journal of Organizational Behavior, 42(4), 483–503. https://doi.org/10.1002/job.2508
27. Pai, A. A., Anand, A., Pazhoothundathil, N., & Ashok, L. (2024). Leadership perspectives on resilience capabilities for navigating disruption. Journal of Asia Business Studies, 18(1), 103–123. https://doi.org/10.1108/JABS-03-2023-0081
28. Pai, A. A., Pazhoothundathil, N., Ashok, L., Mohammed, C. A., & Sekaran, V. C. (2023). IT leaders' experiences of resilience during the pandemic : An appreciative inquiry. Prabandhan: Indian Journal of Management, 16(4), 46–60. https://doi.org/10.17010/pijom/2023/v16i4/172787
29. Patwardhan, V., Mayya, S., & Joshi, H. (2018). Women managers moving on : What might influence their career advancement and satisfaction in the Indian hotel industry? Prabandhan: Indian Journal of Management, 11(12), 7–21. https://doi.org/10.17010/pijom/2018/v11i12/139986
30. Pillania, R. K. (2020). COVID-19 : An opportunity to create a comprehensive and holistic Indian management perspective. Prabandhan: Indian Journal of Management, 13(5–7), 26–29. https://doi.org/10.17010/pijom/2020/v13i5-7/153079
31. Porter, C., & Serra, D. (2020). Gender differences in the choice of major: The importance of female role models. American Economic Journal: Applied Economics, 12(3), 226–254. https://doi.org/10.1257/app.20180426
32. Posner, B. Z. (2021). When learning how to lead, an exploratory look at role models. Leadership & Organization Development Journal, 42(5), 802–818. https://doi.org/10.1108/LODJ-05-2020-0191
33. Ram, B. M., & Shishigu, A. D. (2011). Transformational leadership: A compound of competencies. Prabandhan: Indian Journal of Management, 4(3), 12–16. https://doi.org/10.17010/pijom/2011/v4i3/62370
34. Sanderse, W. (2024). Adolescents' moral self-cultivation through emulation: Implications for modelling in moral education. Journal of Moral Education, 53(1), 139–156. https://doi.org/10.1080/03057240.2023.2236314
35. Scaglioni, S., De Cosmi, V., Ciappolino, V., Parazzini, F., Brambilla, P., & Agostoni, C. (2018). Factors influencing children's eating behaviours. Nutrients, 10(6), 706. https://doi.org/10.3390/nu10060706
36. Sealy, R., & Singh, V. (2008). The importance of role models in the development of leaders' professional identities. In K. T. James & J. Collins (eds.), Leadership perspectives. Palgrave Macmillan. https://doi.org/10.1057/9780230584068_15
37. Slettebø, T. (2021). Participant validation: Exploring a contested tool in qualitative research. Qualitative Social Work, 20(5), 1223–1238. https://doi.org/10.1177/1473325020968189
38. Topić, M. (2023). “I am not a typical woman. I don't think I am a role model” – Blokishness, behavioural and leadership styles and role models. Journal of Communication Management, 27(1), 84–102. https://doi.org/10.1108/JCOM-05-2022-0055
39. Tzortzaki, A. M. (2023). Developing compassionate self-leadership: A conceptual framework for leadership effectiveness in the digital age. Journal for Global Business Advancement, 15(3), 272–296. https://doi.org/10.1504/JGBA.2022.129061
40. Verma, A., & Singh, P. (2020). Elucidating the effect of learning ability on employees' potential : A study of IT sector in India. Prabandhan: Indian Journal of Management, 13(2), 7–22. https://doi.org/10.17010/pijom/2020/v13i2/150561
41. Zhong, J., Li, Y., & Luo, J. (2022). The trickle-down effects of inclusive leadership on employees' innovative behaviour: The joint moderating effects of vicarious learning and organizational inclusion climate. Journal of Leadership & Organizational Studies, 29(3), 342–358. https://doi.org/10.1177/15480518211059941