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Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations.

Zaccaro, Stephen J., Foti, Roseanne J., Kenny, David A.·1991·Journal of Applied Psychology

DOI 10.1037/0021-9010.76.2.308

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“As Zaccaro, Foti, and Kenny (1991) noted, “trait explanations of leader emergence are generally regarded with little esteem by leadership theorists” (p. 308).”
Background
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House, R. J., & Aditya, R. N. (1997) · Journal of Management · doi:10.1177/014920639702300306 · Cited by 1,918
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“In fact, Zaccaro, Foti, and Kenny (1991), using an experimental rotational design where individuals were rotated through multiple group situations, found that people who emerged as leaders displayed substantial behavioral flexibility, being capable of changing behavior in accordance with the…”
BackgroundSelf-citation
Trait-based perspectives of leadership.
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“Also, observations of low cross-situational stability in leader emergence have not been supported in other experimental studies (Ferentinos, 1996; Zaccaro, Foti, & Kenny, 1991) or in reanalyses of the earlier research cited as evidence for situational specificity (Kenny & Zaccaro, 1983).”
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“Zaccaro et al. (1991) placed individuals in three-person groups with rotating membership, working on four different tasks, each requiring a different leader skill (persuasion, initiating action, consideration, and production).”
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“Laboratory studies have found that high self-monitors are more effective in experimental groups, often emerging as leaders in situations that call for exceptional presentation and communication skills (Garland & Beard, 1979; Zaccaro, Foti, & Kenny, 1991 ).”
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Turnley, W. H., & Bolino, M. C. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.2.351 · Cited by 448
“This research builds on previous work on self-monitoring, which suggests that this trait is likely to influence the effectiveness with which individuals use impression-management tactics (Anderson, 1990; Caldwell & O'Reilly, 1982; Zaccaro et al., 1991).”
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“Hence, although we operationalized the “emerged team leader as the team member who had the highest leadership ratings among all team members (Usoff & Nixon, 1998; Zaccaro et al. 1991), all team members may exhibit leadership behavior and therefore leadership may emerge from a number of different people.”
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“Similarly, the construct has been operationalized using rank measures (Smith & Foti, 1998; Zaccaro et al., 1991), various scale ratings (e.g., Brunell et al., 2008; Kent & Moss, 1994), network measures (e.g., Zhang, Waldman, & Wang, 2012), forced rankings (Paunonen et al., 2006), and various…”
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“Social complexity, the ability to apply interpersonal skills in a socially appropriate manner, reflects the leader's social perceptiveness and response flexibility (Zaccaro, Foti, and Kenny 1991).”
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“Such functional matching of behaviors to needs requires behavioral flexibility— “the ability and willingness to respond in significantly different ways to correspondingly different situational requirements” (Zaccaro et al., 1991, p. 322).”
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Background
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“Participants completed an experimental task titled “The Manufacturing Game” ( Kane et al, 2002 ; Zaccaro, Foti, & Kenny, 1991 ) in four-person teams.”
Method
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“For instance, Zaccaro, Foti, and Kenny (1991) noted, ‘trait explanations of leader emergence are generally regarded with little esteem by leadership theorists’ (p. 308).”
Background
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“In addition, some research has proposed that self-efficacy for teamwork and selfmonitoring have the potential to impact team effectiveness (Thoms, Moore and Scott 1996; Zaccaro, Foti and Kenny 1991 ) although relations with individual team performance behaviors have not yet been investigated.”
Background
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Self-citation
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Background
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“That is, a major proportion of variance in leadership outcomes can be attributed to leader personality and stable behavioral style (e.g., Kenny and Zaccaro 1983; Zaccaro et al. 1991).”
Background
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What We Know About Leadership
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An Examination of the Leader’s Regulation of Groups
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Self-citation
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A framework for understanding leadership and individual requisite complexity
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Situation assessment as an ignored factor in the behavioral consistency paradigm underlying the validity of personnel selection procedures.
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On the taming of charisma
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“…conducted in situations where no member of a team has been vested with formal authority, we measured leadership emergence by asking team members to rate each other, in order to capture members’ attributions of leadership (Taggar, Hackett, & Saha, 1999; Usoff & Nixon, 1998; Zaccaro et al., 1991).”
Background
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“…in status perceptions (e.g., Anderson and Kilduff 2009b; Berger et al. 1972, 1980), there is rarely perfect consensus (e.g., Heinicke and Bales 1953, Zaccaro et al. 1991), and even in a group with a high level of status consensus, there could still exist isolated disagreements between one or two…”
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Authors: Zaccaro, S. J., Foti, R. J., & Kenny, D. A.
Affiliations: George Mason University (US)
ORCID: Zaccaro, Stephen J.
Foti, Roseanne J.
Kenny, David A.
Venue: Journal of Applied Psychology
Publisher: American Psychological Association (APA)
Published: 1991-04
Volume: 76
Issue: 2
Pages: 308-315
ISSN: 0021-9010 (ISSN-L)
1939-1854
DOI: 10.1037/0021-9010.76.2.308
OpenAlex: W2092663762
Cited by: 424
References: 38
Citations by year: 2025: 4 · 2024: 7 · 2023: 6 · 2022: 8 · 2021: 10 · 2020: 11 · 2019: 11 · 2018: 15 · 2017: 16 · 2016: 18 · 2015: 17 · 2014: 31 · 2013: 22 · 2012: 24
FWCI: 10.68
Type: journal article
Language: en
Open access: closed
Locations: Journal of Applied Psychology (publishedVersion)
Topics: Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Social Sciences › Psychology › Clinical Psychology › Personality Traits and Psychology
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords: self-monitoring, leadership, leadership behavior

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Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations.

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