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Attachment style and individual differences in leadership perceptions and emergence
Yair Berson1, Orrie Dan, Francis J Yammarino
1Faculty of Education, University of Haifa, Mount Carmel, Israel. yberson@construct.haifa.ac.il
The Journal of Social Psychology
|May 6, 2006
Summary
Securely attached individuals perceive themselves as more effective team members and are more likely to emerge as leaders. This study explores the link between attachment styles and leadership emergence in college teams.
Area of Science:
- Psychology
- Organizational Behavior
Background:
- Attachment styles, or cognitive representations of orientation to others, influence interpersonal dynamics.
- Understanding these styles is crucial for comprehending team interactions and leadership.
Purpose of the Study:
- To investigate the relationship between individuals' attachment styles and their perceptions of ideal leadership.
- To determine if attachment styles predict leadership emergence within teams.
Main Methods:
- Survey administered to 127 American college students in team settings.
- Analysis of self-perceptions and peer-ratings regarding team effectiveness and leadership emergence.
- Categorization of participants into securely and insecurely attached groups.
Main Results:
- Securely attached individuals reported higher self-perceived team effectiveness compared to insecurely attached individuals.
- Peer-ratings indicated that securely attached team members were identified as emerging leaders more frequently than insecurely attached members.
Conclusions:
- Attachment styles significantly influence both self-perceptions of team contribution and actual leadership emergence.
- Findings suggest that secure attachment is a predictor of effective team roles and leadership potential.
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