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ERIC Number: ED258059
Record Type: Non-Journal
Publication Date: 1984-Aug
Pages: 12
Abstractor: N/A
Reference Count: N/A
Self-Monitoring and Leadership Emergence.
Ellis, Robert J.; And Others
It has been suggested that individuals differ in the extent to which they monitor self-perceptions in social situations: high self-monitors use cues about the appropriateness of various types of behaviors to determine their social behavior, while low self-monitors control their social behavior by their own attitudes rather than by the demands of the situation. This view seems relevant to understanding the nature of leadership emergence. The effects of self-monitoring and achievement motivation on leadership emergence in a long-term field study of natural groups were investigated in a group of 81 university business students who completed coursework in groups of 6 or 7 members. Each student completed the Self-Monitoring Scale and the Achieving Tendency Questionnaire. Six weeks later, group members evaluated fellow members on influence and leadership. The results indicated that high self-monitors were perceived as exerting more influence and leadership than low self-monitors. Members high in achievement motivation were also seen as exerting more influence and leadership. The expectation that high self-monitoring would be strongly associated with leadership emergence for those high in achievement motivation was confirmed for males but not for females. (NRB)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Audience: Researchers
Language: English
Sponsor: N/A
Authoring Institution: N/A
Identifiers - Location: Canada