This Article Full Text (OnlineFirst PDF) All Versions of this Article: 1548051808318002v1 1548051808318002v2 15/1/16    most recent Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Tate, B. Search for Related Content Social Bookmarking                         What's this?

A Longitudinal Study of the Relationships Among Self-Monitoring, Authentic Leadership, and Perceptions of Leadership

^* To whom correspondence should be addressed. E-mail: bwt120{at}psu.edu.

	Abstract

There is little research examining variability in leadership outcomes over time as a function of individual differences. The present study investigates how the extent to which individuals are perceived as leaders varies over time, with selfmonitoring and authentic leadership as predictors. Hierarchical linear modeling analyses found that change in the extent to which individuals were perceived to be leaders by others varied across individuals, but this variability was not due to individuals’ self-monitoring, authentic leadership, or declining interrater reliability. It was also found that individuals’ overestimation of themselves as leaders increased over time. Finally, an initial measure of authentic leadership was developed.

First published on May 8, 2008, doi:10.1177/1548051808318002

Journal of Leadership & Organizational Studies 2008;15:16.

A more recent version of this article appeared on August 1, 2008


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?