The DOI matches its Crossref record; 57 of the 57 references it cites were found in a registry or an index.
What breaks a leader: The curvilinear relation between assertiveness and leadership.
Abstract
The authors propose that individual differences in assertiveness play a critical role in perceptions about leaders. In contrast to prior work that focused on linear effects, the authors argue that individuals seen either as markedly low in assertiveness or as high in assertiveness are generally appraised as less effective leaders. Moreover, the authors claim that observers' perceptions of leaders as having too much or too little assertiveness are widespread. The authors linked the curvilinear effects of assertiveness to underlying tradeoffs between social outcomes (a high level of assertiveness worsens relationships) and instrumental outcomes (a low level of assertiveness limits goal achievement). In 3 studies, the authors used qualitative and quantitative approaches and found support for their account. The results suggest that assertiveness (and other constructs with nonlinear effects) might have been overlooked in research that has been focused on identifying what makes a leader rather than on identifying what breaks a leader.
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Cites
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Brave new world: service robots in the frontline
Wirtz, J., Patterson, P. G., Kunz, W. H., Gruber, T., Lu, V. N., Paluch, S., & Martins, A. (2018) · Journal of Service Management · doi:10.1108/josm-04-2018-0119 · Cited by 2,315
8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status
Magee, J. C., & Galinsky, A. D. (2008) · Academy of Management Annals · doi:10.5465/19416520802211628 · Cited by 2,385
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Newman, A., Donohue, R., & Eva, N. (2017) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.01.001 · Cited by 1,408
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Metadata
- Authors
- Ames, D. R., & Flynn, F. J.
- Venue
- Journal of Personality and Social Psychology
- Published
- 2007-02
- Volume
- 92
- Issue
- 2
- Pages
- 307-324
- ISSN
- 0022-3514 (ISSN-L)
- 1939-1315
- OpenAlex
- W2119944983
- Cited by
- 339
- References
- 57
- FWCI
- 10.50
- Type
- journal article
- Language
- en
- Open access
- closed
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- Ames, D. R., & Flynn, F. J. (2007). What breaks a leader: The curvilinear relation between assertiveness and leadership. Journal of Personality and Social Psychology. https://doi.org/10.1037/0022-3514.92.2.307
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.