Journal Articles

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

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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.

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Detail Information

Series Title

Small Group Research

Call Number

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Publisher

Thousand Oak : sage publisher., 2011

Collation

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Language

English

ISBN/ISSN

10464964

Classification

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Content Type

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Media Type

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Carrier Type

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Edition

Vol. 42 no. 2, April 2011.pp. 199-224

Subject(s)

Self-concept
Leadership emergence
Longitudinal network analysis

Specific Detail Info

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