This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Albright, L. Articles by Forziati, C. Search for Related Content PubMed Articles by Albright, L. Articles by Forziati, C. Social Bookmarking                   What's this?

Cross-Situational Consistency and Perceptual Accuracy in Leadership

Westfield State College

Christine Forziati

Clark University

The trait approach to leadership has long been abandoned. The prevailing belief, based primarily on two early reviews of the research examining the personality differences between leaders and nonleaders (by Mann and Stogdill) and on the interpretation of certain rotation design studies of leadership, is that contingency theories of leadership best explain the phenomenon. However, some current research has been more favorable to the trait approach. The present research examined cross-situational stability in leadership by having leaders (people who held current formal leadership positions) interact with nonleaders on four tasks that required social organization and coordination. As predicted, stability in leadership across the four tasks and some evidence for consistency across groups were found, as was a high level of consensus and accuracy in perceptions of leadership.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				M. A. Hogg A Social Identity Theory of Leadership Personality and Social Psychology Review, August 1, 2001; 5(3): 184 - 200. [Abstract] [PDF]