Adolescent family environmental antecedents to transformational leadership potential: A longitudinal mediational analysis ☆ Pamella H. Oliver a, ⁎, Allen W. Gottfried b , Diana W. Guerin a , Adele Eskeles Gottfried c , Rebecca J. Reichard d , Ronald E. Riggio e a Department of Child and Adolescent Studies, California State University, Fullerton, USA b Department of Psychology, California State University, Fullerton, USA c Department of Educational Psychology and Center for Teaching and Learning, California State University, Northridge, USA d School of Behavioral and Organizational Sciences, Claremont Graduate University, USA e Kravis Leadership Institute and Department of Psychology, Claremont McKenna College, USA article info abstract Available online 19 May 2011 This long-term longitudinal study examined the relation between aspects of adolescents' family context representing a supportive and intellectually stimulating environment and subsequent qualities of transformational leadership in every day leaders in early adulthood. In addition, we examined one pathway through which this link occurs. Specifically, we sought to determine whether the relation between positive family functioning and transformational leadership was mediated through adolescent self-concept. Repeated measures from participants, ages 12 through 29 years (N = 106), in the Fullerton Longitudinal Study were analyzed using multilevel structural equation models (MSEM). The results indicated a significant relation between family functioning and transformational leadership mediated by self-concept, controlling for socioeconomic status. When parents provided a stimulating and supportive environment, adolescents reported a more positive general self-concept, which subsequently related to transformational leadership qualities in adulthood. These findings represent the first prospective data that support the relation of family environment in childhood to transformational leadership in adulthood. © 2011 Elsevier Inc. All rights reserved. Keywords: Leadership potential Longitudinal Family environment Transformational leadership Self-concept Adolescence 1. Introduction Numerous studies have focused on leadership; however, very few explore its developmental roots (Popper & Mayseless, 2007). Scholars have long acknowledged the importance of the family environment as a context for leader development (Murphy, 2011). Decades ago, Bass (1960) speculated about family factors that could promote leader development when he suggested that children whose parents provide stimulating environments, opportunities for participating in making decisions, encouragement, and acceptance would have the qualities of a leader. Although anecdotal evidence of the lives of famous leaders exists (Popper & Mayseless, 2007), only recently have researchers attempted to examine the assumption of the importance of the family environment to leadership potential. The few studies that have addressed this issue offer hypotheses about possible precursors of leadership, including individual characteristics and particular developmental contexts (Avolio, Rotundo, & Walumbwa, 2009; Popper, 2002; Popper & Amit, 2009; Popper & Mayseless, 2007). For example, Popper and Mayseless (2007) specifically posited an The Leadership Quarterly 22 (2011) 535–544 ☆ We are grateful to the participants and families of the Fullerton Longitudinal Study for their continuing participation. We also want to acknowledge the efforts of Amy Ho, Erin H. Arruda, Alma Martinez, Anthony S. Rodriguez, and Bri Vaughan in data collection and the statistical expertise of Brian Baucom, Ph.D. This research was supported in part by grants from the Kravis Leadership Institute, Spencer Foundation, Thrasher Research Fund, and intramural grants from California State University, Fullerton and Northridge. The data presented, the statements made, and the views expressed are solely the responsibility of the authors. ⁎ Corresponding author at: Department of Child and Adolescent Studies, California State University, Fullerton, CA 92834-6868. Tel.: + 1 657 278 2896; fax: + 1 657 278 4456. E-mail address: poliver@fullerton.edu (P.H. Oliver). 1048-9843/$ – see front matter © 2011 Elsevier Inc. All rights reserved. doi:10.1016/j.leaqua.2011.04.010 Contents lists available at ScienceDirect The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua