Leadership emergence in a hybrid context: An investigation of emergent leaders’ behaviors, followers’ perception, and virtuality.

The purpose of this paper is to describe kinship system and its relationship with the emergence of political leaders in district Charsadda, Khyber Pakhtunkhwa (KP). This study elaborates the role of kinship in the emergence of leaders at micro levels i.e., Village Council, Union Council, Tehsil Council and District Council. The study analyses the impact of kinship in the electoral politics of Awami National Party (ANP) and Jamiat Ulama-e-Islam Fazlur Rehman (JUI-F). The ANP leaders and followers are mostly the local inhabitants of Charsadda having large number of kin members. While on the other hand, the JUI-F leaders and followers are mostly immigrants of the other districts of KP having limited number of kin members in tehsil Charsadda. However, at micro level both the parties’ leaders and their family members attempt to make fusion against the distant relatives in order to win the election. This paper describes that how the number of kin members directly affects the victory and defeat of ANP and JUI-F? This study argues that kinship and neighbourhood have significant impact in the emergence of leaders at micro level. Qualitative research method was used and the tools for data collection were participant observation, in-depth interviews and focus group discussions.

Purpose The purpose of this paper is to explore the emergence and development of leadership within the context of new ventures. Design/methodology/approach A qualitative approach was conducted to analyze in-depth the circumstances under which leadership is emerging and evolving in new ventures. In doing so, 55 founder-CEOs from Austria, Liechtenstein and Switzerland were interviewed. Findings The findings suggest that during the development from new ventures to early growth ventures the founder-CEOs and their organizations experience three major transitions. First, the founder-CEOs’ leadership behavior tends to emerge and evolve alongside firm development from being more transformational in new ventures to more transactional in early growth ventures. Second, the decisive employee selection criteria change over time, and the initially important person-founder fit turns into a person-organization fit. Third, a transition from a rather external perspective of the founder-CEOs in the new venture stage to a more internally oriented perspective in the early stages of growth was observed. Research limitations/implications Although the findings advance research on leadership in new ventures, the limitations concerning potential recall biases and subjectivism have to be kept in mind. Practical implications In practice, the findings imply that the emergence and development of leadership in new ventures should be seen as a dynamic process. Originality/value This paper is one of the first to study in-depth the emergence and development of leadership in the context of new ventures.

Maternity emergencies require effective leadership due to their time-critical high stakes nature, and like many emergency teams are recommended to have a singular leader. Midwives possess many of the skills required for leadership, but the extent to which they contribute to leadership in emergencies is unknown. In this video analysis study of 16 interprofessional teams responding to a simulated post-partum hemorrhage, a functional view of leadership was applied to determine midwifery contribution to leadership. The number and type of leadership utterances by team members during an emergency response was assessed, and midwifery and doctor leadership utterances compared. Midwives contributed just over 40% of all leadership utterances, indicating the occurrence of interprofessional shared leadership, despite the recommendation for a singular leadership. While the number of leadership utterances per scenario was similar for midwives and doctors, midwives contributed less to utterances of a clinical nature compared to doctors but a similar amount of non-clinical leadership. Further exploration of the factors which influence midwifery leadership in emergencies and the impact it may have on patient care is warranted.

The article presents management science research on teams in the workplace. The emergence of leaders within teams through informal organizational processes is examined. The concept of leader-member exchange (LMX), the personal interaction between a leader and member of a group, is discussed in terms of its effect on the emergence of informal team leaders. The emergence of team leaders through LMX is found to occur most often when the shared vision of success of the team is high.

Leadership emergence theory discusses two pathways to leadership emergence—achievement (i.e. leaders’ behaviors) and ascription (i.e. leaders’ traits). Drawing from multilevel leadership emergence theory (Acton, Foti, Lord, & Gladfelter, 2019) which suggests that context influences the saliency of leadership emergence antecedents, our study simultaneously examined the incremental and relative importance of achievement and ascription antecedents to leadership emergence in contexts of low, medium, and high virtuality. In two independent samples—a laboratory experiment involving 86 teams (n = 340; sample one) and a semester long project involving 134 teams (n = 430; sample two)—we found that in low virtuality contexts, ascription factors accounted for incremental variance over achievement factors in predicting leadership emergence, and had larger relative importance. Conversely, in high virtuality contexts, achievement factors accounted for incremental variance over ascription factors in predicting leadership emergence, and had larger relative importance. Findings in medium virtuality contexts were mixed as achievement and ascription factors played relatively equal roles in the prediction of leadership emergence. Analyses employing other ratings of ascription (i.e. other-rated personality) found that a larger proportion of variance in leadership emergence was explained by other ratings than by self-ratings across all virtuality configurations.

Face-to-face interactions are part of everyday life, ranging from family to working in teams and to global communities. Social psychologists have long studied these interactions with the aim of understanding behavior, motivations, and emergence of interaction patterns. An organization is environment rich in daily interactions including structured periodic meetings, planning, brainstorming, negotiations, decision-making and informal gatherings and leaders play a key role in many of them. Leader face problems, propose solutions, make decisions, and often are the main source of inspiration of the employees. Identifying emergent leaders at early stages in organizations is a key issue in organizational behavioral research, and a new problem in social computing. The study of this phenomenon requires sensing of natural face-to-face interactions, automatic extraction of behavioral cues and reliable machine learning algorithms to identify emergent leaders. In this thesis we present a computational approach to analyze emergence of leadership in small groups using multimodal audio and visual features. In the computational framework, we first present an analysis on how an emergent leader is perceived in newly formed, small groups. We present the ELEA (Emergent LEadership Analysis) corpus collected with the aim of analyzing emergence of leaders. We propose to analyze emergent leaders, using a variety of nonverbal cues studied in social psychology and automatically extracted from audio and video streams. Our analysis address how the emergent leader is perceived by his/her peers in terms of speaking and visual active, and its relation with the most dominant person (including external observers’ perception). We then propose to investigate which individual nonverbal channel (or combination of features from different channels) provides better inferences of the emergent leader and related conceptsusing unsupervised and supervised methods. We use a supervised collective approach which adds relational information to the nonverbal cues and compare its performance, with the performance of supervised (non-collective) and unsupervised methods. We also propose to capture the social visual attention patterns from automatically extracted features from video, in order to analyze who receives or gives the largest amount of visual attention in the group. Finally, with the aim of understanding who receives the largest amount of visual attention while speaking and who has the highest dominance ratio (i.e., many occurrences of looking at others while speaking and few occurrences of looking at others while not speaking). We synchronize the audio and video streams to capture the speaking and attention activity patterns. We end our analysis exploring the impact of the verbal content (language style) in the interactions and its influence in the perception of emergent leaders. For the language style analysis, we propose to compute word categories extracted from manual transcriptions of the discussions as well as from automatically detected keywords. We propose to use a supervised method to obtain the relevant features, and to use only the top word categories to predict the emergent leader and related concepts in each group. We then propose to differentiate word categories, between highly context-related and context-free, to explore the feasibility to infer the emergent leader in a fully automatic approach from the context-free language style. This dissertation address an audio and visual analysis of the ubiquitous phenomenon of emergent leadership in a fully automatic computational approach from face-to-face interactions. The nonverbal behavioral analysis is inspired in previous works on social psychology in the context of emergent leadership and related concepts. The automatically extracted nonverbal features are modeled to feed state-of-the-art machine learning techniques in order to infer emergent leaders.

Emotions are powerful tools through which formal leaders influence their followers, whether by overt emotional displays or deliberate attempts to regulate their own and others' emotions. This raises the following question: Can the strategic effort to regulate others' emotions help team members emerge as informal leaders? This work demonstrates that extrinsic emotion regulation-a goal-directed action aimed at regulating team members' emotions-can enable individuals to rise to informal leadership positions. We hypothesize that team members who improve group emotions emerge as informal leaders. This was tested in two studies. In Study 1 (a lab study on 25 ad hoc groups; n = 100), individuals recognized for improving group affect were chosen as informal leaders. In Study 2 (a field study of 43 student groups that worked together for 6 weeks; n = 141), individuals who self-reported engaging in extrinsic affect-improving were recognized by their peers as fostering positive group affect and subsequently were chosen as the informal leaders of the group. Notably, our findings show that the impact of extrinsic affect-improving was above and beyond that of intrinsic affect-improving. These results underscore the pivotal role of interpersonal emotion regulation, specifically extrinsic affect-improving, in the emergence of informal leadership and highlight its unique contribution to leadership dynamics within teams. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

The experiment in democratic decentralization in its institutional form of panchayati raj is still in its infancy, having been introduced less than five years ago in most parts of India. It is rather early to expect that panchayati raj should have, by now, succeeded in effecting the emergence of a new type of rural leadership, or even to have had an enduring impact at the rural level. The emergence of a new pattern of leadership even in a developed democracy is a long drawn out process; this is even more the case in a developing society such as India. The quest for new leadership is the quest for a revolution in man, who does not stand in isolation but who is subject to a number of influences, both historical and contemporary. Thus the problem of new leadership is essentially a problem of social change. An additional complication is the fact that the new leader is at once the cause and the consequence of social change. It is this interdependence which makes both the pace of social change and the process of the emergence of new leadership at times distressingly slow. This is all the more so because social change in itself is a multi-dimensional phenomenon. It is at once inward and outward, inward on the psychological plane and outward on the social plane. Social change in a community is a process of inward response and adaptation-response to fresh stimuli emerging out of a live, dynamic and developing society, and adaptation to new ideas, both in terms of thought structure and thought processes, and to new trends in mode of life and behavior. These new ideas and trends in mode of life and behavior are the cumulative results of a process of change in society in various of its aspects-socio-economic, political, even religious and ethical to some extent and, above all, intellectual and aspirational. The essence of social change lies in molding (and sometimes even casting anew) man's ideas and mode of life in response to this process of multi-dimensional change, amounting in fact to a reoriented and perhaps even altogether new, value-pattern in society. The emergence of leadership is part of the process of reorientation in which the leader plays a dual role: first, of embodying the spirit of social change in himself and, then, of serving as a catalytic agent in society.

Cybercrime poses a serious challenge in the digital era, threatening data security and digital infrastructure. The PKK Group in Alassumur Lor Village, consisting of mothers, is vulnerable to cyberattacks due to a lack of technological understanding. They encounter difficulties in using devices, lack digital security awareness, and have minimal knowledge of privacy. To address this, an approach focusing on enhancing technological literacy through training is essential to comprehend and tackle daily technical issues. The engagement with the PKK Group in Alassumur Village emphasizes education and awareness about cybercrime and the importance of data protection. Workshops, group discussions, and material creation are utilized to raise awareness about cyber security. The goal is to instigate behavioral changes, the emergence of local leaders, and the formation of new cadres within the group, thereby strengthening collective data protection. The outcomes demonstrate positive changes in data security practices, understanding of cybercrime risks, and the emergence of leaders and new cadres. Recommendations include continuous cybercrime education, the use of social media for communication, and periodic evaluations to measure impact. The hope is for awareness about cybercrime and data protection to continue growing, becoming a part of societal culture, and safeguarding against future cyber threats.

In this article, research is reviewed on the emergence of male and female leaders in initially leaderless groups

Departing from past research on managers’ influence on employees’ informal leadership emergence, we explore the mechanism of how distributed leadership enhances individual leadership emergence from a cognitive perspective. Drawing upon the leadership identity construction theory and role identity theory, we theoretically developed and empirically tested a serial mediation model. It examines how distributed leadership promotes employees’ leadership emergence via individual empowerment role identity and enacted leader identity. Using a three-wave field survey from 496 subordinate–supervisor dyads (82 supervisors and 496 employees) in China, we found that empowerment role identity and enacted leader identity serially mediate the association between distributed leadership and employees’ leadership emergence. The results demonstrate the leadership identity construction process of employees’ leadership emergence under distributed leadership. The theoretical and practical implications of our findings are then discussed.

“Emergent leadership”—the ascription of informal leadership responsibilities among team members—is a dynamic phenomenon that comes into place through social interactions. Yet, theory remains sparse about the importance of verbal behaviors for emergent leadership in self-managed teams over a team’s lifecycle. Adopting a functional perspective on leadership, we develop a temporal account that links changes in task-, change-, and relations-oriented communication to emergent leadership in early, middle, and late team phases. We test the hypothesized relationships in 42 teams that provided round-robin emergent leadership ratings and videotapes of their first, midterm, and final meetings. Team members’ verbal behaviors were captured using fine-grained empirical interaction coding. Multilevel modeling showed that task-oriented communication was a stable positive predictor of emergent leadership at all time points. Change-oriented communication predicted emergent leadership at the start of a project and diminished in relevance at the midterm and final meetings. Relations-oriented communication gained importance, such that an increase in relations-oriented behaviors toward the project end predicted emergent leadership. We discuss theoretical implications for conceptualizing the behavioral antecedents of emergent leadership from a time- and context-sensitive perspective.

PurposeDespite extensive research on personality and leader emergence, very little is known about the process by which employees become or emerge as leaders based on their performance. Integrating functional leadership theory and a behavior perspective, the authors aim to explore the parallel multiple behavioral mediators in the conscientiousness–leader emergence link.Design/methodology/approachBy integrating a field survey study and two experimental studies, the authors use parallel multiple mediation analysis to explore the mechanisms by which conscientiousness leads to high levels of leader emergence.FindingsConscientiousness is positively associated with employee leader emergence. Employee functional behaviors are positively associated with leader emergence. The authors consistently found that the effect of conscientiousness on leader emergence is primarily explained by increases in task- and change-oriented behaviors but not relations-oriented behaviors.Practical implicationsOrganizations can design relevant training programs to cultivate and enhance employees' functional behavior, as the study findings suggest that an effective way to translate employees' conscientiousness into their leader emergence is to improve their task- and change-oriented behaviors.Originality/valueThis research highlights the consistent and important role of employees' functional behaviors in the form of task- and change-oriented behaviors linking conscientiousness to leader emergence.

Leadership emergence is an inherently dynamic process whereby certain individuals come to be seen as leaders by others, some of whom will choose to follow them. The circumstances under which leadership emergence occurs depend on the persons involved, their interactions, and the context. Yet leadership research has too often viewed leadership emergence from a static and entity perspective, where some individuals are assumed to have qualities that predispose them to lead, without explaining how and why emergence occurs. Alternatively, we apply a typology that examines leadership emergence across levels of analysis (event, individual, dyadic, group, and organizational) and forms of emergence (global, compositional, and compilational). We examine representative theories of leadership emergence at the intersections of these considerations to demonstrate the utility of adopting a multilevel and dynamic perspective. Additionally, we offer recommendations for applying this typology to advance future theory and research into leadership emergence.

Leadership emergence in face-to-face and virtual teams: A multi-level model with agent-based simulations, quasi-experimental and experimental tests