Multi-level implications of framing leadership perceptions as a dynamic process

This article integrates principles from connectionist and catastrophe theories with the process of leadership perceptions to derive and test multi-level hypotheses regarding the perception of leaders. The results of study 1 suggest that the leadership perceptions are at times stable, yet will behave...

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Bibliographic Details
Published in:The Leadership quarterly 2008-04, Vol.19 (2), p.178-194
Main Authors: Foti, Roseanne J., Knee, Robert E., Backert, Rachel S.G.
Format: Article
Language:English
Subjects:
Catastrophe theory
Connectionist theory
Leadership
Multi-level leadership perceptions
Organization theory
Perceptions
Studies
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Summary:This article integrates principles from connectionist and catastrophe theories with the process of leadership perceptions to derive and test multi-level hypotheses regarding the perception of leaders. The results of study 1 suggest that the leadership perceptions are at times stable, yet will behave dynamically under specific conditions; they lead to an investigation of personal relevance as the motivational factor underlying dynamic changes in leadership perceptions. Study 2 demonstrates that dynamic leadership perceptions are best explained from a dyad perspective, illustrating the joint effect of leader and perceiver characteristics.
ISSN:1048-9843
1873-3409
DOI:10.1016/j.leaqua.2008.01.007