Attachment Style and Individual Differences in Leadership Perceptions and Emergence.
The authors examined whether individuals' approaches to relationships, expressed in terms of attachment styles, was related to how they viewed ideal leadership and to their degree of tendency to emerge as team leaders. Specifically, the authors hypothesized that attachment styles, or cognitive repre...
| Published in: | Journal of Social Psychology Vol. 146; no. 2; pp. 165 - 183 |
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| Main Authors: | , , |
| Format: | Article |
| Published: |
Taylor & Francis Ltd
April 2006
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| Subjects: | |
| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=507878349&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 507878349 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00224545 JSY jtl: Journal of Social Psychology issn: 00224545 maglogo: N pubinfo: dt: April 2006 vid: 146 iid: 2 pid: 58221 pub: Taylor & Francis Ltd artinfo: ui: 507878349 10.3200/SOCP.146.2.165-182 ppf: 165 ppct: 18 formats: fmt: – @attributes: type: T – @attributes: type: P size: 114KB tig: atl: Attachment Style and Individual Differences in Leadership Perceptions and Emergence. aug: au: Berson, Yair Dan, Orrie Yammarino, Francis J. su: Self-perception Teams in the workplace Leadership Attachment behavior sug: subj: Self-perception Teams in the workplace Leadership Attachment behavior ab: The authors examined whether individuals' approaches to relationships, expressed in terms of attachment styles, was related to how they viewed ideal leadership and to their degree of tendency to emerge as team leaders. Specifically, the authors hypothesized that attachment styles, or cognitive representations of orientation to others, would explain individual differences in leadership perceptions and emergence. Participants were 127 American students in college teams. The authors found that securely attached individuals (n = 81) perceived themselves as more effective team members than did insecurely attached individuals (n = 46) and that fellow team members saw securely attached team members as emerging team leaders significantly more often than they did insecurely attached team members. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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