This dissertation explores the antecedents and outcomes of identification with the leader role on the part of individuals in managerial positions. I use an identity lens to shed further light on questions surrounding why some managers engage in leadership behaviors at work. Hypotheses and a model are developed that clarify the antecedents and outcomes of leader role identification. Findings from an initial study to validate a new measure of leader role identification are presented, as well as and a follow-up study that empirically tests the hypothesized model. The findings indicate that motivation to lead and organizational identification are especially important to understanding leader role identification. They also confirm that leader role identification is relevant to understanding transformational leadership behavior. This dissertation presents interesting and important insights into the leadership process, and contributes to a clearer understanding of why some managers see themselves as leaders and engage in leader behaviors.(PsycInfo Database Record (c) 2022 APA, all rights reserved)