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Leader self‐structure: a framework for positive leadership
Author(s) -
Hannah Sean T.,
Woolfolk Robert L.,
Lord Robert G.
Publication year - 2009
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.586
Subject(s) - conceptualization , construct (python library) , psychology , social psychology , representation (politics) , process (computing) , computer science , political science , artificial intelligence , politics , law , programming language , operating system
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.