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

Emery, Cécile , Daniloski, Kim and Hamby, Anne (2011) The reciprocal effects of self-view as a leader and leadership emergence. Small Group Research, 42 (2). pp. 199-224. ISSN 1046-4964

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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
Official URL: http://sgr.sagepub.com/
Additional Information: © 2011 SAGE Publications
Library of Congress subject classification: B Philosophy. Psychology. Religion > BF Psychology
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Sets: Research centres and groups > Employment Relations and Organisational Behaviour Group
Departments > Management
Rights: http://www.lse.ac.uk/library/usingTheLibrary/academicSupport/OA/depositYourResearch.aspx
Date Deposited: 08 Apr 2011 13:02
URL: http://eprints.lse.ac.uk/33936/

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