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Contingent Leader Identity and Leader Emergence.

Robert E Wood1, Shuang Ren2, Bichen Guan3

  • 1Macquarie Business School, Macquarie University, North Ryde, New South Wales, Australia.

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Summary
This summary is machine-generated.

Contingent leader identity, how self-evaluations influence leadership goals, predicts leader emergence. Focusing on self-evaluation skills in leadership development is crucial for effective leader identification.

Keywords:
contingent leader identityleader emergenceleader identityself‐evaluations

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Area of Science:

  • Psychology
  • Leadership Studies
  • Organizational Behavior

Background:

  • Leadership traits are often viewed as consistent across situations.
  • Cross-situational variability in leadership identity was explored.
  • Contingent leader identity was introduced as a new individual difference variable.

Purpose of the Study:

  • To investigate how self-evaluations influence leader identity goals.
  • To develop and test the concept of contingent leader identity.
  • To determine if contingent leader identity predicts leader emergence.

Main Methods:

  • Longitudinal study over 36 weeks with 263 participants in student groups.
  • Peer ratings of leadership emergence were collected.
  • Multilevel analyses examined self-evaluations, leader identity, and peer ratings.

Main Results:

  • Contingent leader identity scores were stable over time.
  • Contingent leader identity significantly predicted peer-assessed leader emergence.
  • This variable supplements trait leader identity in predicting leadership.

Conclusions:

  • Contingent leader identity explains leader behavior variability.
  • This research supports retesting contingency theories of leadership.
  • Leadership development should emphasize self-evaluation skills.