A Process Investigation of Self-Monitoring and Leader Emergence

Abstract

Although previous research has shown that high self-monitors tend to emerge as group leaders, little is known about the processes by which this personality trait influences leader emergence. Extrapolating from self-monitoring theory (Snyder, 1987), it was postulated that high self-monitors emerge as group leaders because they are sensitive to, and act on, social cues regarding appropriate leader style, whereas low self-monitors emerge as leaders as a function of favorable attitudes toward leadership. Two hypotheses corresponding to these postulates were tested in a laboratory experiment conducted on 68 business students assigned to 4-person problem-solving groups in an organization simulation. Both hypotheses were supported, thus showing the value of self-monitoring theory for furthering the understanding of leader emergence within groups. The implications of these findings for selfmonitoring theory, as well as for the measurement and development of organization leadership, are explored.