scholarly journals What Drives Ambition? Personality, Self-Perceived Leadership Potential, and the “Desire to Be Your Own Boss”

Psychology ◽  
2020 ◽  
Vol 11 (04) ◽  
pp. 624-635
Author(s):  
Luke Treglown ◽  
Ian MacRae ◽  
Adrian Furnham
Keyword(s):  
Leadership Potential ◽  
Perceived Leadership

Self-Perceived Strengths in Leadership Abilities between Suburban and Rural Gifted Students Using the Leadership Strengths Indicator

1993 ◽  
Vol 73 (2) ◽  
pp. 687-690 ◽  
Author(s):  
Trudy Abel ◽  
Frances A. Karnes
Keyword(s):  
High School ◽  
High School Students ◽  
Leadership Training ◽  
Gifted Students ◽  
School Students ◽  
Leadership Potential ◽  
Perceived Leadership

In a comparison made between 49 rural and 98 suburban gifted high school students no significant differences in self-perceived leadership potential were found; however, leadership training was recommended for both groups as their scores could probably be increased.

The Negative Consequences of Stuttering for Perceptions of Leadership Ability

2020 ◽  
pp. 1-8
Author(s):  
Virgil Zeigler-Hill ◽  
Avi Besser ◽  
Yuval Besser
Keyword(s):  
Self Esteem ◽  
Negative Association ◽  
Negative Consequences ◽  
Community Members ◽  
Perceived Leadership ◽  
Negative Perceptions ◽  
Low Levels ◽  
Perceptions Of Leadership

Abstract. The purpose of the present study was to extend previous research concerning the negative perceptions of stuttering by considering the perceived leadership ability of targets who stuttered compared with targets who did not stutter. We were also interested in the possibility that negative perceptions of the targets (i.e., low levels of self-esteem, intelligence, dominance-based status motivation, and prestige-based status motivation) would mediate the association between stuttering and a lack of perceived leadership ability as well as the possibility that manipulating the ostensible self-esteem level of the target would further moderate these associations. The results for 838 Israeli community members revealed a negative association between stuttering and perceived leadership ability that was mediated by the perceived self-esteem level and dominance-based status motivation of the target. Further, the associations between stuttering and perceptions of leadership ability were moderated by the ostensible self-esteem level of the target. Discussion focuses on the implications of these results for understanding the negative halo that surrounds stuttering.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Sign in / Sign up

Export Citation Format

Share Document