Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
888353 | The Leadership Quarterly | 2008 | 17 Pages |
Abstract
This article integrates principles from connectionist and catastrophe theories with the process of leadership perceptions to derive and test multi-level hypotheses regarding the perception of leaders. The results of study 1 suggest that the leadership perceptions are at times stable, yet will behave dynamically under specific conditions; they lead to an investigation of personal relevance as the motivational factor underlying dynamic changes in leadership perceptions. Study 2 demonstrates that dynamic leadership perceptions are best explained from a dyad perspective, illustrating the joint effect of leader and perceiver characteristics.
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Authors
Roseanne J. Foti, Robert E. Knee Jr., Rachel S.G. Backert,