The purpose of this paper is to explore the role of the real self in intentional change.
Social science theory and research are used to respond to four primary questions: what is the real self, why is the real self essential to intentional change, how does one access the real self, and what are the challenges to accessing the real self with respect to intentional change?
The implications of this paper suggest scholars and practitioners should revisit the assumptions made in employee and leadership competency development efforts by seeking to draw upon a more comprehensive self of the individual being developed. Implications for further research show the need for a new direction in multisource feedback assessment research and use and empirical studies that understand the real self in relation to the other components of intentional change theory (ICT).
Implications for practice reveal a need to rethink how executive coaches and human resource professionals approach management and leadership development by expanding the view of the self.
This paper helps researchers and practitioners better understand what the real self's importance is to intentional change theory and discusses the obstacles and benefits of accessing the real self.
