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Emery, Cécile; Daniloski, Kim; Hamby, Anne (2011)
Publisher: SAGE Publications
Languages: English
Types: Article
Subjects: H1
Although it is often assumed that an individual's self-view as a leader has an impact on that individual's emergence as a leader, there is currently no empirical evidence of this effect in the literature. Longitudinal social network analysis is used to study both the impact of an individual's self-view as a leader on leadership emergence and how the process of leadership emergence influences an individual's self-view as a leader over time. Results suggest a reciprocal process: An individual’s self-view as a leader influences the number of leadership nominations an individual receives over time and the number of leadership nominations received over time influences an individual’s self-view as a leader.
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    • Time 1 - Time 2 Time 2 - Time 3 Time 3 - Time 4 coeff. s.e. sig coeff. s.e. sig coeff. s.e. sig
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