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Journal article
Is it normal to lead? : Evaluating the role of superiority and similarity in leader emergence
Frontiers in organizational psychology, Vol.2
08/15/2024
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Abstract
Introduction: Attempts to explain the leader emergence process have resulted in several seemingly contradictory assertions about who attains power and influence in groups. As such, this study pioneers a novel integration of the two dominant explanations of leader emergence: superiority (trait-based perspective) and similarity (social identity perspective). We posit that the two primary aspects of non-normality—uniqueness and strangeness—have opposing relationships with leader emergence in groups.
Methodology: Through multiple regression analyses, we utilized peer and self-evaluations in a sample of 308 participants in seven social organizations to assess whether and how non-normality evaluations predict formal and informal leadership emergence.
Results: This study provides general support for a relationship between the non-normality dimensions and leader emergence, particularly when evaluations are made by peers. Additionally, we demonstrate that non-normality evaluations predict leader emergence above and beyond evaluations of the Big Five.
Discussion: This research lays the groundwork for a new era in leadership research that embraces the duality of individual traits and social perceptions, paving the way for a more nuanced and effective approach to leader emergence within dynamic group settings.
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Details
- Title
- Is it normal to lead?
- Publication Details
- Frontiers in organizational psychology, Vol.2
- Resource Type
- Journal article
- Publisher
- Frontiers Media SA
- Copyright
- © 2024 Harms, Paterson, Wood and Fezzey
- Identifiers
- 99381473581506600
- Academic Unit
- Business Administration; Lewis Bear Jr. College of Business
- Language
- English