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An examination of leadership beliefs...

Hiller, Nathan J.

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An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes.

Record Type:	Electronic resources : Monograph/item
Title/Author:	An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes./
Author:	Hiller, Nathan J.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2005,
Description:	181 p.
Notes:	Source: Dissertations Abstracts International, Volume: 67-11, Section: B.
Contained By:	Dissertations Abstracts International67-11B.
Subject:	Occupational psychology. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3202503
ISBN:	9780542475535

An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes.
Hiller, Nathan J.

An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes. - Ann Arbor : ProQuest Dissertations & Theses, 2005 - 181 p.

Source: Dissertations Abstracts International, Volume: 67-11, Section: B.

Thesis (Ph.D.)--The Pennsylvania State University, 2005.

This item must not be sold to any third party vendors.

The way we think about ourselves as leaders and what we believe leadership to be are important guides of subsequent thoughts and actions in the leadership domain. In two separate studies, measures of self-representations in the domain of leadership (leadership self-identity) and views about the nature of leadership (orientation toward leadership) were developed and examined in a sample of undergraduates and a sample of medical center employees. Among the student sample, possessing a leadership self-identity was related to previous leadership experience, core self-evaluations, motivation to lead, and self-monitoring. The three dimensions of leadership orientation (dominance, development, and shared) were differentially related to individualism and collectivism dimensions. In the medical center sample, results of hierarchical linear modeling showed no main effects of supervisor leadership self-identity on leadership potential or leader-member exchange. In several cases, however, leadership self-identity of supervisors interacted with leadership orientation in predicting ratings of subordinate leadership potential. Interest in leadership development was related to leadership identity and leadership orientation through both main and interaction effects. These results provide some evidence that both self-identity around leadership and cognitive beliefs about the nature of leadership need to be examined in order to better understand leadership phenomena.

ISBN: 9780542475535Subjects--Topical Terms:

2122852
Occupational psychology.
Subjects--Index Terms:

Beliefs

An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes.
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245 1 3 $a An examination of leadership beliefs and leadership self -identity: Constructs, correlates, and outcomes.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2005
300 $a 181 p.
500 $a Source: Dissertations Abstracts International, Volume: 67-11, Section: B.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Day, David V.
502 $a Thesis (Ph.D.)--The Pennsylvania State University, 2005.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a The way we think about ourselves as leaders and what we believe leadership to be are important guides of subsequent thoughts and actions in the leadership domain. In two separate studies, measures of self-representations in the domain of leadership (leadership self-identity) and views about the nature of leadership (orientation toward leadership) were developed and examined in a sample of undergraduates and a sample of medical center employees. Among the student sample, possessing a leadership self-identity was related to previous leadership experience, core self-evaluations, motivation to lead, and self-monitoring. The three dimensions of leadership orientation (dominance, development, and shared) were differentially related to individualism and collectivism dimensions. In the medical center sample, results of hierarchical linear modeling showed no main effects of supervisor leadership self-identity on leadership potential or leader-member exchange. In several cases, however, leadership self-identity of supervisors interacted with leadership orientation in predicting ratings of subordinate leadership potential. Interest in leadership development was related to leadership identity and leadership orientation through both main and interaction effects. These results provide some evidence that both self-identity around leadership and cognitive beliefs about the nature of leadership need to be examined in order to better understand leadership phenomena.
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653 $a Beliefs
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653 $a Leadership
653 $a Self-identity
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710 2 $a The Pennsylvania State University. $3 699896
773 0 $t Dissertations Abstracts International $g 67-11B.
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