The Reciprocal Effects of Self-View as a Leader and Leadership Emergence

Cécile Emery, Kim Daniloski, Anne Hamby

Research output: Contribution to journalArticlepeer-review

33 Scopus citations

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.
Original languageAmerican English
JournalSmall Group Research
Volume42
Issue number2
DOIs
StatePublished - Apr 2011
Externally publishedYes

Keywords

  • leadership emergence
  • longitudinal network analysis
  • self-concept

EGS Disciplines

  • Marketing
  • Interpersonal and Small Group Communication

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