Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy
It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While...
| Main Authors: | , , , |
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| Other Authors: | |
| Format: | Journal Article |
| Language: | English |
| Published: |
2021
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| Online Access: | https://hdl.handle.net/10356/152045 |
| _version_ | 1824455857952260096 |
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| author | Bracht, Eva M. Keng-Highberger, Fong T. Avolio, Bruce J. Huang, Yiming |
| author2 | Nanyang Business School |
| author_facet | Nanyang Business School Bracht, Eva M. Keng-Highberger, Fong T. Avolio, Bruce J. Huang, Yiming |
| author_sort | Bracht, Eva M. |
| collection | NTU |
| description | It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. |
| first_indexed | 2025-02-19T03:44:53Z |
| format | Journal Article |
| id | ntu-10356/152045 |
| institution | Nanyang Technological University |
| language | English |
| last_indexed | 2025-02-19T03:44:53Z |
| publishDate | 2021 |
| record_format | dspace |
| spelling | ntu-10356/1520452023-05-19T07:31:18Z Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy Bracht, Eva M. Keng-Highberger, Fong T. Avolio, Bruce J. Huang, Yiming Nanyang Business School Social sciences::Psychology Information Processing Theory Leadership Emergence It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. Nanyang Technological University Published version The data collection in Study 1 was funded by the Willkomm Stiftung and the Department of Social Psychology at the Goethe University in Frankfurt, Germany together with the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA. The data collection Study 2 was funded by the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA, together with Nanyang Technological University in Nanyang, Singapore. Publishing fees are funded by the Goethe University, Frankfurt, Germany. 2021-11-18T01:41:36Z 2021-11-18T01:41:36Z 2021 Journal Article Bracht, E. M., Keng-Highberger, F. T., Avolio, B. J. & Huang, Y. (2021). Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy. Frontiers in Psychology, 12, 635085-. https://dx.doi.org/10.3389/fpsyg.2021.635085 1664-1078 https://hdl.handle.net/10356/152045 10.3389/fpsyg.2021.635085 33841266 2-s2.0-85103841214 12 635085 en Frontiers in Psychology © 2021 Bracht, Keng-Highberger, Avolio and Huang. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. application/pdf |
| spellingShingle | Social sciences::Psychology Information Processing Theory Leadership Emergence Bracht, Eva M. Keng-Highberger, Fong T. Avolio, Bruce J. Huang, Yiming Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title | Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title_full | Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title_fullStr | Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title_full_unstemmed | Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title_short | Take a “selfie” : examining how leaders emerge from leader self-awareness, self-leadership, and self-efficacy |
| title_sort | take a selfie examining how leaders emerge from leader self awareness self leadership and self efficacy |
| topic | Social sciences::Psychology Information Processing Theory Leadership Emergence |
| url | https://hdl.handle.net/10356/152045 |
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