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

By Cécile Emery, Kim Daniloski and Anne Hamby

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

Topics: BF Psychology, HD28 Management. Industrial Management
Publisher: SAGE Publications
Year: 2011
DOI identifier: 10.1177/1046496410389494
OAI identifier: oai:eprints.lse.ac.uk:33936
Provided by: LSE Research Online
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