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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
This version was published on May 12, 2008


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