Abstract
This study examines the leadership ratings and perceived leadership emergence of men and women with either high or low performance‐self‐esteem. Results confirmed hypotheses that performance‐self‐esteem has a substantial impact on an individual's chances of being perceived as a group's emergent leader, his or her ratings by other group members and trained observers on key leadership variables, and his or her self‐assessment as a group participant. Findings also provided evidence for a commonly held view of leadership in ad hoc groups as being procedurally focused.
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