About The Research
Overview
This research investigates how state legislators experience leadership, identity, and well-being within the unique and often challenging environment of public office. At its core, the study explores how cultural humility serves as a foundational mindset that enables more authentic leadership and promotes more substantial psychological capital (hope, efficacy, resilience, and optimism).
Study Objectives:
- Examine how cultural humility shapes leadership behaviors in political settings.
- Explore the role of race and ethnicity in moderating these experiences
- Understand how authentic leadership contributes to psychological well-being
- Generate actionable insights to improve the working conditions of public officials
Why It Matters
State legislatures are not just policymaking bodies — they are workplaces. Yet little research has explored how the internal leadership experiences of legislators impact both individual well-being and institutional effectiveness. This study seeks to close that gap.
Theoretical Framework
Grounded in four interconnected theories:
- Humility Theory: Focus on openness, self-awareness, and ongoing learning
- Authentic Leadership Theory: Rooted in transparency, values, and relational trust
- Positive Organizational Behavior: Emphasizing psychological capital as a performance resource
- Social Identity Theory: Highlighting how race and ethnicity influence leadership dynamics in racialized settings