Abstract
While the ideal self concept has been used as a component of several motivation theories (Markus & Wurf, 1987; Higgins, 1987, 1998; Boyatzis & Akrivou, 2006), it has not received as much empirical research attention, and even less quantitative research. This study extends work on the measurement of a broad, aspirational and inspirational ideal self-defined as “an evolving, motivational core within the self, focusing a person’s desires and hope, aspirations and dreams, purpose and calling” (Boyatzis & Akrivou, 2006: 625)-to explain how employees find meaning and behave at work. This study proposes that employees who find opportunities for synergy between their job roles and their ideal self are more engaged, feel better about their lives, are perceived to better perform their jobs, and are better organizational members who go out of their way to help their peers. Findings provide evidence that the ideal self impacts the meaningfulness employees find in their work and their engagement in extra-role behaviors.
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