Journal article

Publication year: 2012

Pages: 977-991

Journal: The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science

Volume number: 23

Issue number: 5

ISSN: 1048-9843

eISSN: 1873-3409

DOI Link: https://doi.org/10.1016/j.leaqua.2012.06.007

Publisher: Elsevier

Abstract: 

This study examines the complex connection between individuals' emotion recognition capability and their emergence as leaders. It is hypothesized that emotion recognition and extraversion interactively relate with an individual's task coordination behavior which, in turn, influences the likelihood of emerging as a leader. In other words, we cast task coordination as a mediating mechanism in the joint relationship between emotion recognition and extraversion, on the one hand, and leader emergence, on the other. Study hypotheses were tested using multisource data from two diverse, independent samples. Study 1 supports the hypothesized relationships in a sample of student project teams in the Netherlands, and Study 2 constructively replicates the proposed model using student participants in an assessment center in the United States. These findings were obtained using a performance-based test of emotion recognition and controlling for a battery of known covariates.

Harvard Citation style: Walter, F., Cole, M., van der Vegt, G., Rubin, R. and Bommer, W. (2012) Emotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions, The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science, 23(5), pp. 977-991. https://doi.org/10.1016/j.leaqua.2012.06.007

APA Citation style: Walter, F., Cole, M., van der Vegt, G., Rubin, R., & Bommer, W. (2012). Emotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions. The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science. 23(5), 977-991. https://doi.org/10.1016/j.leaqua.2012.06.007