Skip navigation

The reciprocal effects of self-view as a leader and leadership emergence

The reciprocal effects of self-view as a leader and leadership emergence

Emery, Cécile, Daniloski, Kim and Hamby, Anne (2010) The reciprocal effects of self-view as a leader and leadership emergence. Small Group Research, 42 (2). pp. 199-224. ISSN 1046-4964 (Print), 1552-8278 (Online) (doi:https://doi.org/10.1177/1046496410389494)

[img]
Preview
PDF (Author Accepted Manuscript)
13975 EMERY_Reciprocal_Effects_2011.pdf - Accepted Version

Download (445kB) | Preview

Abstract

Although it is often assumed that an individual's self-view as a leader has an impact on that individual's emergence as a leader, there is currently no empirical evidence of this effect in the literature. Longitudinal social network analysis is used to study both the impact of an individual's self-view as a leader on leadership emergence and how the process of leadership emergence influences an individual's self-view as a leader over time. Results suggest a reciprocal process: An individual’s self-view as a leader influences the number of leadership nominations an individual receives over time and the number of leadership nominations received over time influences an individual’s self-view as a leader.

Item Type: Article
Uncontrolled Keywords: Leadership emergence; Self-concept; Longitudinal network analysis
Subjects: H Social Sciences > H Social Sciences (General)
Faculty / Department / Research Group: Faculty of Business > Department of Human Resources & Organisational Behaviour
Last Modified: 14 Oct 2016 09:35
Selected for GREAT 2016: None
Selected for GREAT 2017: None
Selected for GREAT 2018: None
Selected for GREAT 2019: None
URI: http://gala.gre.ac.uk/id/eprint/13975

Actions (login required)

View Item View Item

Downloads

Downloads per month over past year

View more statistics