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 language | American English |
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Journal | Small Group Research |
Volume | 42 |
Issue number | 2 |
DOIs | |
State | Published - Apr 2011 |
Externally published | Yes |
Keywords
- leadership emergence
- longitudinal network analysis
- self-concept
EGS Disciplines
- Marketing
- Interpersonal and Small Group Communication