跨越 20 年的领导角色占用和领导者自我观点:对领导者发展的启示

IF 5 3区 管理学 Q1 MANAGEMENT
Dayna O. H. Walker, Eric D. Middleton, Rebecca J. Reichard, Ronald E. Riggio
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引用次数: 0

摘要

尽管领导者的发展是一个终身过程,其重要性已得到公认,但目前仍不清楚参与领导工作的青少年是否会在成年后继续这样做。此外,担任领导角色在多大程度上会促进未来领导者自我观点的内化?反过来,领导者自我观点的内化又在多大程度上促进了未来领导角色的担任?本论文采用准纵向设计,在生命周期的三个阶段(即青春期、成年早期和成年中期)对这些问题进行了研究。我们从一个由 107 名参与者组成、时间跨度长达 26 年的前瞻性数据库中,测试了领导者经验处理系统(即 17 岁、29 岁和 38 岁时的领导角色)和领导者自我观点系统(即 12 岁时的一般自我概念、17 岁时的领导者自我效能感以及 29 岁和 38 岁时的领导者身份)的系统内效应和系统间效应。结构方程模型的结果支持这两个系统的一致性,而领导者自我概念系统的一致性得到了更多的支持。此外,随着时间的推移,这两个系统都会对另一个系统起到中介作用,这表明在我们称之为自发领导力发展的过程中,领导者会在领导经验的基础上进行整合,从而产生动态的相互作用。与理论相反,我们只发现了青春期和成年早期各系统之间存在双向关系的证据;而在 38 岁的成年中期,领导者身份为领导角色提供了信息,但反之亦然。本文讨论了这些发现对领导者发展理论的影响。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Leadership Role Occupancy and Leader Self-Views Across 20 Years: Implications for Leader Development
Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.
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来源期刊
CiteScore
9.70
自引率
2.10%
发文量
23
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