Emergence Of Leadership Research Articles

Regulating and emerging: Extrinsic affect improvement and the emergence of leadership.

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) 2024 APA, all rights reserved).

Leadership Development in Women STEM Students: The Interplay of Task Behaviors, Self-Efficacy, and University Training

This study explores the relationship between task-oriented behaviors, self-efficacy, and leadership emergence in women STEM students, grounded in the context of prototypical leadership theory and self-efficacy theory. Prototypical leadership theory emphasizes the alignment of leadership behaviors with group expectations, which, in STEM fields, are often task-oriented. The research examines how task-oriented behaviors, such as planning, decision-making, and supervision, influence women’s self-perception of leadership ability and their subsequent emergence as leaders. Our results show a positive relationship between task-oriented behaviors and self-efficacy and a positive relationship between self-efficacy with leader emergence, with academic experience further ngthening this link. As students’ progress through their programs, engaging in more teamwork and leadership tasks, their self-efficacy enhances, leading to stronger leadership emergence. Also, we found an indirect effect from task-oriented behavior to leader emergence via self-efficacy. These findings have significant implications for fostering leadership in women, particularly in STEM. The study calls for educational programs to enhance opportunities for women to develop these behaviors early on, ensuring their growth into leadership roles in STEM fields.

Political skill and informal leader emergence: The role of relationships, competence and outcome interdependence

AbstractPolitical skill facilitates political influence, enabling individuals to distinguish themselves within an organization. The influence of political skill operates through three primary processes: interpersonal, behavioural and intrapsychic. These processes provide a comprehensive understanding of how political skill functions within an organizational context. According to political influence theory, we propose that political skill can promote informal leader emergence through its interpersonal process, which enhances team member relationship quality, and its behavioural process, which demonstrates peer‐perceived competence. Furthermore, by integrating political influence theory with social interdependence theory, we identify outcome interdependence as a mechanism that elicits intrapsychic processes, specifically as a moderator that influences the indirect effect of political skill on informal leader emergence. Results from two multi‐wave, multi‐sourced studies provide empirical support for the notion that political skill encourages employees to emerge as informal leaders within a team by increasing team member relationship quality and peer‐perceived competence. Additionally, outcome interdependence amplifies the indirect and positive effects of political skill on informal leader emergence. Theoretical and practical implications of these findings are discussed.

Local leadership in Kashmir: navigating the issues of diversity and compatibility

PurposeThis study explores the diversity and compatibility of leadership in a local context. It aims to understand the interface between traditional and democratic leadership in local governance.Design/methodology/approachFollowing a qualitative approach, the researchers collected data through unstructured interviews and utilised thematic analysis for data interpretation.FindingsThe study demonstrated that the emergence of democratic local leadership has not supplanted traditional leaders but rather gained legitimacy and effectiveness by collaborating with them. This study illustrated how traditional and modern democratic leadership can coexist and effectively manage community affairs.Practical implicationsThe study emphasises the potential for traditional leaders to take part in local governance activities, offering a practical tool to improve the effectiveness of local governance. Its findings also underscore the need for collaborative governance to deal with local issues.Originality/valueThis research study contributes to the literature on collaborative governance at the local level. It helps us understand the different types of leaders and their collective efforts in meeting local challenges. It is the first study of its kind in South Asia.

Positive Leadership Development and Leadership Types in Finnish Leaders’ Narratives

This study focused on Finnish leaders who participated in a training program called “Positive Leadership Training”. The purpose of this study was to enhance the general understanding regarding the emergence of positive leadership in leaders, as they themselves described. A narrative research approach was chosen, and the data were collected from leaders’ diaries (N = 12) that they maintained and updated during the training program. The analysis of narratives and narrative analysis were conducted. The analysis of the narratives was divided into four categories, each representing the way leaders described the emergence and development of their positive leadership. While some leaders described strong empowerment, others seemed to be searching for their own identities as positive leaders. Furthermore, leaders also described positive leadership in terms of action, and deliberation and courage were the core categories in their leadership narratives. The narrative analysis revealed the following four leadership types: humane thinker, enthusiastic developer, courageous experimentalist, and identity worker, typifying the variations between empowered and emerging leadership narratives and between prudence and the active execution of leadership. The results highlighted the role of authenticity in leadership development and the benefits of positive leadership training for leaders with different backgrounds.

Leadership Lingo: Developing a Shared Language of Leadership Behaviors to Enrich Debriefing Conversations.

Leadership in medical emergencies is variable and frequently suboptimal, contributing to poor patient care and outcomes. Simulation training can improve leadership in both simulated practice and real clinical emergencies. Thoughtful debriefing is essential. However, unclear language around leadership limits facilitators' capacity for transformative reflective discussion. Internal medicine trainees participated in simulated medical emergency scenarios. Video recordings of consenting participants were analyzed using template analysis. A priori codes from existing literature formed an initial coding template. This was modified with inductive codes from the observed behaviors to develop a taxonomy of leadership behaviors in simulated medical emergencies. The taxonomy was then transformed into an infographic, to be used as a leadership debriefing tool. The taxonomy of leadership behaviors consisted of the following 4 themes: Structuring, Decision making, Supporting, and Communicating. Structuring behaviors shaped the team, ensuring that the right people were in the right place at the right time. Decision-making behaviors steered the team, setting a direction and course of action. Communicating behaviors connected the team, sharing valuable information. Supporting behaviors nurtured the team, guiding team members to perform at their optimum level. Debriefing-as-imagined is not always debriefing-as-done. A shared language of leadership can connect educators and learners, advancing critical debriefing conversations and enabling facilitators to drive meaningful reflective discussion. The use of infographics in simulation offers an opportunity to support educators in facilitating complex debriefing conversations.

Iṣlāḥ of al-Ghazālī’s Ideas and Movements and their Relevance to Contemporary Islamic Preaching

This study aims to examine the thoughts, movements of iṣlāḥ (reform) and tajdīd (renewal) of Abū Ḥāmid al-Ghazālī (d. 1111) and their relevance to the contemporary da‘wah. Based on a descriptively qualitative method and socio-historical approaches, this study shows that Al-Ghazālī prioritized self-reform before societal engagement. Al-Ghazālī emphasized Muslims’ mission to spread Islam and reform society. He identified societal issues, attributing the state of society to the knowledge and credibility of Islamic scholars, and advocated for nurturing new scholars, reforming education, reviving moral values, and promoting social justice. Furthermore, his ideas influenced the emergence of leaders like Ṣalāḥ al-Dīn al-Ayyūbī through educational reforms. In the contemporary context, al-Ghazālī’s thought and movement provide an understanding that the current problems of Muslims need to be resolved from a fundamental problem in the form of “moral reform”. The roles of ‘ulamā’ (scholars) and umarā’ (leaders) are two essential pillars of the ummah (community), and these two aspects must receive necessary attention in Islamic da‘wah.

Dynamics in the heritability of leadership role occupancy: Evidence from a three-wave twin sample

Studies show that genetics matter in who becomes a leader. However, we know little about the dynamic properties of the heritability of leadership emergence or how genetics might interact with environmental conditions to shape leadership emergence. We track leadership role occupancy at three time points among a cohort of 1,079 Danish twin pairs over ten years. Our results suggest that genetics matter less when the cohort is young and increase over time as the cohort grows older. We argue that labor market entry costs coupled with free access to education constrain the effect of genetics in the cohort during early adulthood, suggesting differing effects of the environment on genetic expression as the cohort ages. Sorting based on individual predisposition towards leadership likely strengthens as the cohort grows older and gains labor market experience. This result implies that we should not view the effect of genes on leadership role occupancy as static and that environmental experiences could disproportionately affect critical early leadership advancement. Our study reinforces calls to consider dynamic properties such as gene x environment interactions to advance our broader understanding of leadership’s biology.

조직 양면성과 직원몰입에 대한 창발적 리더십의 효과

This study aims to evaluate the effect of emergent leadership on employee engagement, which refers to the comprehensive commitment state of organizational members, and organizational ambidexterity. Hence, employee engagement, organizational ambidexterity, and emergent leadership are surveyed among 368 workers at manufacturing companies, and 339 responses are used. Statistical analyses, including structural equation modeling, are performed on a mediation model. The result shows that employee engagement contributes positively to organizational ambidexterity and that the partial mediating effect of emergent leadership is supported by this relationship. The results suggest that a method can be devised to increase organizational ambidexterity for various solutions in a highly uncertain business environment. Additionally, empirical implications are suggested.

How Empowerment Congruence Impacts Performance in Cross-Functional Project Teams: A Polynomial Regression Analysis

This study deduces the empowerment alignment in project governance through examining the roles of (in)congruence between empowering leadership and psychological empowerment in informal leadership emergence, creativity, and performance outcomes. Using the data from 210 members from 69 cross-functional project teams, the results of polynomial regression and response surface analyses indicate that the high congruence between empowering leadership and perceived empowerment enhances informal leadership emergence, then promotes creativity to facilitate performance outcomes eventually. Informal leadership emerged under the insufficient empowerment condition with higher psychological empowerment rather than the excessive empowerment condition with higher empowering leadership. The study added to the project governance body of knowledge by confirming the promoting mechanism for project performance from the congruence perspective of leader-given and subordinate-perceived empowerment.

How do inclusive leaders emerge? A theory-based model

Despite recent theoretical developments examining the emergence of several types of leadership, there is a paucity of research on the emergence of inclusive leaders. We sought to address this gap by proposing a theory-based conceptual model. We identify a paradox in leader emergence: Although there is evidence that inclusive leaders can improve organizational effectiveness, those who influence decisions about leader selection, both formal and informal, often overlook this evidence and instead select leaders who do not practice inclusion. Integrating expectation states theory and implicit leadership theory to explain leadership emergence, with social identity theory and social comparison theory to explain inclusion, we propose a conceptual model culminating with four propositions. The model suggests practices that can support inclusive leadership and how inclusive leadership can improve organizational effectiveness and employee well-being. We conclude with implications for policies to promote inclusive leadership emergence and propose avenues for future research.

Personality and leadership: Meta-analytic review of cross-cultural moderation, behavioral mediation, and honesty-humility.

We advance the trait approach to leadership by leveraging a large multinational database on leader emergence (k = 120 samples, N = 32,579) and leader effectiveness (k = 116, N = 42,487) to extend Judge et al.'s (2002) classic meta-analysis of Big Five personality and leadership. By testing novel hypotheses rooted in culturally endorsed implicit leadership theory and socioanalytic theory, we offer three unique insights. First, in collectivist societies (cultures that value interdependence with one's group), the five factor model traits-and leader Extraversion and Agreeableness in particular-are stronger predictors of leader effectiveness, consistent with the theorized need for enhanced social coordination in such cultures. Second, a theoretical model is proposed to specify that leader Big Five trait effects are mediated by leader behavior (confirming that Consideration mediates Extraversion and Agreeableness, whereas Initiating Structure mediates Conscientiousness, Extraversion, and Openness). Third, trait Honesty-Humility robustly predicts leader effectiveness beyond the Big Five traits, expanding the trait approach. New implications for understanding when and why personality traits predict leadership are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Gender difference in leaders framed with responsibility or authority: An experimental study

The underrepresentation of women in top leadership positions may result in a potential loss in efficiency. In this study, we examine gender differences in leadership emergence and efficiency when a leadership task is framed as authority or responsibility. In a public good game, the group leader is entitled to punish low contributors among the group members in order to increase the group welfare. The experimental design includes a basic treatment—framing the leader's task as authority or responsibility—in occasions where group leaders emerge through self-promotion or voting. We find a more pronounced framing effect among females compared to males. Although women are generally less willing and less voted to lead than men, the responsibility framing enhances female leaders' effectiveness to a larger extent than male leaders': they contribute more to the public good, and are more inclined to punish low contributors when they are voted as leaders. Therefore, when leadership tasks emphasize responsibility, female leaders could enhance social welfare in the provision of public goods.

Is it normal to lead? Evaluating the role of superiority and similarity in leader emergence

Is it normal to lead? Evaluating the role of superiority and similarity in leader emergence

A case study of emergent leadership in whole-class discussion of controversial issues

Teachers are increasingly called on to employ dialogic practices to promote active and equitable student participation in academically challenging classroom discourse. However, vocal students who dominate whole-class discussions might threaten or even overthrow the ideal of equitable participation. Situated in a fourth-grade Chinese elementary classroom participating in an intervention seeking to implement dialogic teaching of controversial issues in Morality and Law, the current study examined the discursive patterns of an emergent student leader to reveal her attempts and struggles to actively take part in discussions, the teacher’s management of her dominant participation, and the scaffolding she provided for her less capable peers. We suggest that future professional development on dialogic teaching should better prepare teachers to effectively manage discrepancy in students’ oral participation, focusing on both vocal and silent students. We also call for more research to investigate the possibilities and strategies for students and teachers to share or co-manage leadership in dialogic teaching.

Inclusive Democracy Through the 73rd Amendment Act: An Empirical Evaluation of Scheduled Castes in Majha Region of Punjab

The concept of inclusive democracy has gained special attention in the past few decades, as it is a prerequisite for transparent and participatory governance. Also, it promotes decentralization with the open participation of the citizens. In order to attain inclusive governance with a transparent and efficient system, the 73rd Amendment Act has been providing opportunities to promote inclusive democracy in rural India in the form of panchayats since its inception. In Punjab, village democracies are also known as Gram Sabhas. The 73rd Amendment is meant for the inclusion of the marginals, especially the Scheduled Castes (SCs), Scheduled Tribes (STs) and women at the grassroot politics. This study examines the status of participation and representation of SCs at the Panchayati level in general and particularly in comparison to the General category (GC) representatives in the Majha region. Moreover, the study locates where the SCs stand against GCs in the process of decision-making at the Panchayati level. The opinions and observations of the study were based upon in-depth interviews of 408 representatives of panchayats, which show that 73rd Amendment increases awareness, consciousness and assertion among the SCs for their rights in the Panchayati Raj. It also leads to the emergence of grassroot leadership among them. Also, the study depicts the frontward representation of SC women in the panchayats. Similarly, the study reflects some regional issues and concerns predominant in the panchayats. Besides, suggestions and recommendations are also made to promote inclusiveness at the grassroots.

Leader Status-Leveling Behavior and Leadership Emergence: The Moderating Role of Leader Gender

Leader Status-Leveling Behavior and Leadership Emergence: The Moderating Role of Leader Gender

New Insights into the Role of Virtue in Leadership Emergence and Effectiveness

New Insights into the Role of Virtue in Leadership Emergence and Effectiveness

Become Brokers Among Multiplex Relationships: Multiplex Brokerage, Trust and Leadership Emergence

Become Brokers Among Multiplex Relationships: Multiplex Brokerage, Trust and Leadership Emergence

Gender Differences in Leadership Structure Schema and Leader Emergence: A Socialization Perspective

Gender Differences in Leadership Structure Schema and Leader Emergence: A Socialization Perspective