Abstract
Leadership development is often viewed as an individual endeavor, focusing on traits and behaviors and using action or experiential learning. We extend this view applying Bandura’s social learning theory to leadership development, especially highlighting the critical role of observational learning. We conceptually explore the dynamics of role model selection, leader identity formation, and the interplay between career tenure and intrapersonal conflict to understand how these factors shape leadership development. Drawing on the management consultancy sector—characterized by dynamic team structures and multifaceted leadership exposure—our findings suggest that career ambitions significantly influence role model selection, while leader identity evolves through recursive processes shaped by observed behaviors and values. The study also highlights the importance of organizational context, which profoundly impacts leadership development processes and outcomes. These insights challenge trait-based paradigms and advocate for integrative approaches incorporating both social and contextual dimensions. Practically, organizations should foster closer proximity to role models through mentorship programs and job-shadowing opportunities to enhance observational learning and leader identity formation.