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Here's Your Sign: The Use of Signals in Impacting Social Categorizations and Resulting Emergent Leadership
Abstract
Recent research has greatly expanded our understanding of the element of emergent leadership (i.e., being perceived as “leaderlike,” despite a lack of formal status or authority), exploring a number of individual behaviors thought to impact team members’ perceptions of others as leaderlike. While attention to how individuals’ natural behaviors (i.e., behaviors innate to individuals) influence these emergent leadership perceptions has grown, questions regarding the impact of intentional behaviors remain. In this research, I address this gap by providing a link between signaling and social categorization theories to show how intended behaviors act as signals of attributes associated with effective leaders. To better understand the effects of attempts to influence others’ perceptions on leader emergence, I examine how different impression management tactics spark varying effects on these resulting perceptions. Further, I explore perceptions of trustworthiness as a mediating mechanism, the moderating effect of authenticity on the impression management-trustworthiness relationship, and the role of motivation to lead in the trustworthiness-emergent leadership relationship. Implementing two complementary empirical studies, I provide initial insight into these aforementioned relationships and end by discussing the implications of my findings for future research.
Subject Area
Management|Psychology|Sociology|Social psychology|Communication
Recommended Citation
Hanna, Andrew A, "Here's Your Sign: The Use of Signals in Impacting Social Categorizations and Resulting Emergent Leadership" (2021). ETD collection for University of Nebraska-Lincoln. AAI28543343.
https://digitalcommons.unl.edu/dissertations/AAI28543343