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

Emery, Cecile, Daniloski, Kim and Hamby, Anne (2010) The Reciprocal Effects of Self-View as a Leader and Leadership Emergence Small Group Research, 42 (2). pp. 199-224.

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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
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Emery, Cecilececile.emery@surrey.ac.ukUNSPECIFIED
Daniloski, KimUNSPECIFIEDUNSPECIFIED
Hamby, AnneUNSPECIFIEDUNSPECIFIED
Date : 13 December 2010
Identification Number : 10.1177/1046496410389494
Uncontrolled Keywords : Leadership emergence; Self-concept; Longitudinal network analysis
Depositing User : Clive Harris
Date Deposited : 06 Sep 2017 08:15
Last Modified : 06 Sep 2017 08:15
URI: http://epubs.surrey.ac.uk/id/eprint/842196

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