Revisiting Extraversion and Leadership Emergence: A Social Network Churn Perspective

One of the classic relationships in personality psychology is that extraversion is associated with emerging as an informal leader. However, recent findings raise questions about the longevity of extraverted individuals as emergent leaders. Here, we adopt a social network churn perspective to study the number of people entering, remaining in, and leaving the leadership networks of individuals over time. We propose that extraverted individuals endure as emergent leaders in networks over time, but experience significant changes in the people being led, including the loss of people who once considered them a leader but now no longer do. In Study 1 (N = 545), extraverted individuals had a larger number of new and remaining people in their leadership networks, but also lost more people, above and beyond differences in initial leadership network size. In Study 2 (N = 764), we replicated and extended these results in an organizational sample while controlling for alternative explanations such as formal rank, network size, self-monitoring, and narcissism. Extraversion predicted the number of people entering, remaining in, and leaving leadership networks over time. Our findings suggest that while extraverted individuals tend to emerge as leaders, they are also more likely to experience greater network churn—they tend to lead different people over time and leave people in their wake who once perceived them a leader but now no longer do. We discuss the challenges posed by this network churn perspective for extraverted emergent leaders and highlight its importance for our understanding of extraversion and emergent leadership.

Education and Training in Emergent Leadership

Aim of this article is to give answer to the question What can leadership do to support the emergence of innovation in a complex context? After an introduction, and before going into the results of the literature review the next paragraph gives clarity on the concepts used in the research question: complexity, emergence, innovation and leadership.

Identifying Emergent Leaders in Small Groups in the Language Learning Classroom: An Exploratory Study

Researchers claim that when students work together in small groups in the language classroom, a single student often emerges as a group leader and that teachers should construct groups based on roles adopted by students. This advice is based on the assumptions that leaders emerge and that teachers can identify leaders in their own classrooms. This paper reports on research that empirically tested these assumptions. Students working in small, fixed groups rated their group members based on perceived leadership. The teacher was responsible for identifying the leader in each group. Individual difference variables of English proficiency, extroversion, and English-speaking self-efficacy (SE) were used to predict emergent leadership. In most groups clear leaders emerged, but the teacher accurately identified the leader in only half of the cases. The findings suggest that teachers should regularly vary group membership and be cautious when assigning roles within groups. 語学の授業において、学生が少人数のグループで活動していると、リーダーが一人現れることがしばしばある、ということが研究者により指摘されている。そして教師は学生それぞれの役割に基づいてグループを作るべきであるという提案がなされている。これは、授業において現れるリーダーを教師は特定できるという想定に基づいている。本稿では、これらの想定を実践的に検証した研究について述べる。固定メンバーの小グループで活動を行う学生たちが、自分の考えるリーダーシップに基づいて自分のグループのメンバーを評価した。また、教師も各グループのリーダーを特定した。グループ内で現れるリーダーを予測するために、英語能力、外向性、英語スピーキングの自己効力感、という個人差が使用された。ほとんどのグループで明確なリーダーが現れたが、教師がそのリーダーを正確に特定できたのは、クラス全体の半分にすぎなかった。検証の結果、グループメンバーを定期的に入れ替えるべきである事と、グループ内で役割を決めるときには十分に注意が必要だと言うことが分かった。 Keywords: emergent leaders; group work; pedagogy; TBLT

A MODEL TO MEASURE EMERGENT LEADERSHIP AMONG EMPLOYEES IN INDONESIA

The objective of the research is to develop a model to measure emergent leadership among employees in Indonesia. In doing so, this study first developed a theoretical model by identifying the emergent leadership constructs from the literature and identifying the criteria measurement of these constructs from the literature and thirdly was to validate the theoretical model to measure emergent leadership in Indonesia. The theoretical model consists of 6 emergent leadership constructs measured by a total of 60 measuring criteria. The empirical process of the validation employed data collected from 350 respondents who were working with the team working in Jakarta, Banten, and West Java. The validation aimed to validate the variables that were used to measure each of the constructs by determining statistically that the sample number is adequate; using the Keiser-Meier-Olkin and Bartlett’s test to ensure the applicability of the data for multivariate statistical analysis; to validate the measuring criteria as relevant to emergent leadership and to determine the reliability of each of the emergent leadership constructs to the model. The result showed that emergent leadership can be measured by the following indicators: dominant, friendly, egocentric, intelligence, creativity, open mind, experiences, caring, positive vibes, discipline, good planner, conscientiousness, team player, communicative, and performance management for knowledge-skills-attitude. Furthermore, the results of this study found that the variable of the construct performance management from the previous research was in the third dominant value.

Exploring the processes of emergent leadership in a netball team: Providing empirical evidence through discourse analysis

In line with recent developments in leadership research which conceptualise leadership as a discursive and collaborative process rather than a set of static attributes and characteristics displayed by individuals, this paper explores some of the discursive processes through which leadership emerges in a sports team. Drawing on over ten hours of naturally occurring interactions among the players of a women’s netball team in the UK, and applying the concepts of deontic and epistemic status and stance, we identify and describe some of the specific processes through which leadership is claimed and assigned, as well as rejected, passed on, and eventually accepted by different team members at different points throughout an interaction. While the processes outlined in our analysis contribute to theoretical discussions regarding the notion of emergent leadership, this paper also demonstrates the benefits of taking a discourse analytical approach to leadership, and outlines how such an approach enables researchers to empirically capture emergent leadership in situ.

“The devil is in the details”: S.M. Kirov’s emergent leadership and its elimination

On the basis of historiography, a comparative socio -psychological review of political biographies and personal characteristics of Stalin and Kirov is carried out. A number of new sources were used: the correspondence of the Bolsheviks, the stenotech of Trotsky’s counter-process, and journalistic investigations. The system of indirect various data presented in favor of the version of Stalin’s participation in the organization of the murder of Kirov and qualitatively and quantitatively clearly outweighs the set of indirect arguments from the opposite point of view. The removal of Kirov was the initial stage of the forced rotation of the first generation of the Bolshevik political elite. The crime was a stain of Stalin, which eventually killed him mentally.