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Leader self-structure: a framework for positive leadership

✍ Scribed by Sean T. Hannah; Robert L. Woolfolk; Robert G. Lord

Publisher
John Wiley and Sons
Year
2009
Tongue
English
Weight
179 KB
Volume
30
Category
Article
ISSN
0894-3796

No coin nor oath required. For personal study only.

✦ Synopsis

Abstract

We expand the conceptualization of positive leadership and hypothesize that leaders' ability to influence followers across varied complex situations will be enhanced through the development of a rich and multifaceted self‐construct. Utilizing self‐complexity theory and other aspects of research on self‐representation, we show how the structure and structural dynamics of leaders' self‐constructs are linked to their varied role demands by calling forth cognitions, affects, goals and values, expectancies, and self‐regulatory plans that enhance performance. Through this process, a leader is able to bring the “right stuff” (the appropriate ensemble of attributes) to bear on and succeed in the multiple challenges of leadership. We suggest future research to develop dimensional typologies related to leadership‐relevant aspects of the self and also to link individual positive self‐complexity to more aggregate positive organizational processes. Copyright © 2009 John Wiley & Sons, Ltd.

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