Article ID Journal Published Year Pages File Type
888353 The Leadership Quarterly 2008 17 Pages PDF
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.

Related Topics
Social Sciences and Humanities Business, Management and Accounting Business and International Management
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