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Leadership In the field of Social Work: Leadership emergence

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 Contents

  1. Introduction
  2. Assertiveness
  3. Authenticity
  4. Big Five personality factors
  5. Birth order
  6. Character strengths
  7. Dominance
  8. Emotional intelligence
  9. Intelligence 
  10. Self-efficacy for leadership
  11. Self-monitoring
  12. Social motivation 
  13. Narcissism, hubris and other negative traits
  14. Absentee leader
  15. Willingness to Participate 

Introduction

Many personality traits have been found to be consistently linked to the emergence of leadership. Assertiveness, authenticity, Big Five personality factors, birth order, character strengths, dominance, emotional intelligence, gender identity, intelligence, narcissism, self-efficacy for leadership, self-monitoring, and social motivation are among the items on the list, which is organised alphabetically. Narcissistic traits, absentee leaders, and participation are some of the other areas of research into how and why leaders emerge. While there are many personality traits to consider in determining why a leader emerges, it's important to keep in mind that they shouldn't be looked at in isolation. To determine patterns of leadership emergence, today's sophisticated research methods combine personality characteristics.

Leadership emergence is the concept that people who are born with certain characteristics become leaders, while those who are born without these characteristics do not. Mahatma Gandhi, Abraham Lincoln, and Nelson Mandela all possessed characteristics that the average person lacked. People who choose to participate in leadership roles, as opposed to those who do not, fall into this category. According to research, up to 30% of leader emergence has a genetic basis. There is no evidence that there is a "leadership gene," but we do inherit certain characteristics that may influence our decision to pursue leadership. Anecdotal and empirical evidence both point to a consistent link between certain personality traits and leadership behaviour. Researchers discovered three factors that motivate leaders using a large international sample: affective identity (enjoyment of leading), non-calculative (leading earns reinforcement), and social-normative (sense of obligation).

Assertiveness

Individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders, according to a curvilinear relationship between assertiveness and leadership emergence.

Authenticity

Researchers discovered three factors that motivate leaders using a large international sample: affective identity (enjoyment of leading), non-calculative (leading earns reinforcement), and social-normative (sense of obligation).

Big Five personality factors 

Although these tendencies are stronger in laboratory studies of leaderless groups, those who emerge as leaders tend to be more (order in strength of relationship with leadership emergence): extroverted, conscientious, emotionally stable, and open to experience. However, the most influential quality in the emergence of leadership appears to be introversion – extroversion, with leaders having a high level of extroversion. Introversion vs. extroversion is also the Big Five Trait that is the easiest to assess. The last of the Big Five personality traits, agreeableness, does not appear to play a significant role in leadership development.

Birth order 

Only children and those born first in their families are thought to be more motivated to seek leadership and control in social situations. Later-born children are thought to be rebellious and creative, while middle-born children tend to accept follower roles in groups.

Character strengths

Those seeking leadership positions in the military had higher scores on a variety of character indicators, including honesty, hope, bravery, industry, and teamwork.

Dominance

Individuals with dominant personalities are more likely to act as leaders in small groups because they describe themselves as having a strong desire to control their environment and influence others, and they are more likely to express their opinions forcefully.

Emotional intelligence

People with high emotional intelligence are better at understanding and relating to others. They are capable of communicating and decoding emotions, as well as dealing with others in a wise and effective manner.  Such people are more likely to emerge as leaders because they communicate their ideas more robustly, are better able to read the politics of a situation, are less likely to lose control of their emotions, are less likely to be inappropriately angry or critical, and are less likely to lose control of their emotions.

Intelligence 

Individuals with higher intelligence have better judgement, verbal skills (both written and oral), learn and acquire knowledge more quickly, and are more likely to become leaders.  Between.25 and.30 was found to be the correlation between IQ and leadership emergence.  Groups, on the other hand, prefer leaders whose intelligence does not outstrip that of the average member by a significant margin, as they fear that high intelligence will lead to differences in communication, trust, interests, and values.

Self-efficacy for leadership 

Increased willingness to accept a leadership role and success in that role are linked to increased confidence in one's ability to lead.

Self-monitoring 

Because they are more concerned with status enhancement and are more likely to adapt their actions to fit the demands of the situation, high self-monitors are more likely to emerge as a group leader than low self-monitors.

Social motivation

Individuals who are both success- and affiliation-oriented, as measured by projective measures, are more active in group problem-solving settings and more likely to be elected to leadership positions in these groups.

Narcissism, hubris and other negative traits

A number of negative leadership traits have also been investigated. Individuals who assume leadership roles in tumultuous situations, such as those in which status is determined by intense competition among rivals within the group, are narcissistic: arrogant, self-absorbed, hostile, and overconfident.

Absentee leader 

According to existing research, absentee leaders - those who rise to power but not necessarily because of their abilities and are only marginally engaged in their role - are actually worse than destructive leaders because it takes longer to identify their errors.

Willingness to Participate

A person's willingness to join a group can indicate both their interest and their willingness to take responsibility for the group's performance.  Those who do not speak up during a group meeting have a lower chance of becoming a leader than those who do. However, there is some debate as to whether the quality of group participation is more important than the quantity.

The 'babble effect,' also known as the 'babble hypotheses,' has been investigated as a factor in the emergence of leaders. Leader emergence is thought to be highly correlated with the amount of speaking time provided, with those who provide a large amount being more likely to become a group leader. When it comes to the emergence of leaders, it is also believed that the quantity of participation is more important than the quality of these contributions. According to research, the person who contributes the most to a group's discussion is more likely to become the leader. However, some studies suggest that in order for a leader to emerge, there must be a combination of quality and quantity. While quantity does matter in leadership, when the contributions are also of high quality, the emergence of a leader is aided even more.

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