Publication Date

Spring 5-8-2022

Document Type

Article

First Advisor

Finkelstein, Lisa

Degree Name

B.S. (Bachelor of Science)

Department

Department of Psychology

Abstract

The rising prevalence of high-potential (HiPo) employee programs in organizations has led academicians to begin to research this newly developing area under the realm of industrial/organizational psychology. High-potential programs are intended to find employees with the maximum potential to succeed in strategic leadership roles within the organization and provide those individuals with specialized training and related developmental opportunities. The term “HiPo” refers to such employees who are designated as having higher potential than the average. This study aimed to explore the relationship that exists between employees being designated as HiPo and their self-perception of being successful leaders (measured as leadership self-efficacy) with the additional goal of investigating whether the individual differences of impostor syndrome and evaluative concerns among employees affects how they react to HiPo designation. Data for the purposes of the study was collected using an online survey circulated on social media among people (working part-time or full-time) and from upper-level psychology students. Contrary to our expectations, the results did not support the prediction of a significant positive relationship between HiPo designation and leadership self-efficacy (LSE). Furthermore, although there was a moderating influence of impostor syndrome and evaluative concerns on the relationship between HiPo designation and LSE, that pattern of that effect was opposite of our expectations. Based on the findings of this study, recommendations for organizational leaders and future researchers were made.

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