{"id":{"repo_id":"south-carolina","oai_identifier":"oai:scholarcommons.sc.edu:etd-1090"},"canonical_url":"https://search.dev.ndltd.org/etd/south-carolina/oai:scholarcommons.sc.edu:etd-1090","repository":{"repo_id":"south-carolina","name":"University of South Carolina","base_url":"https://scholarcommons.sc.edu/do/oai/"},"display":{"title":"Followers Who Lead: Modeling Leader Emergence Through Self-Monitoring and Social Identity Theories","abstract":"<p>Past research has demonstrated direct and indirect links between the personality traits of dominance and self-monitoring and the resulting leader emergence. Research in the social psychology field has examined the emergent leader process from a different perspective, developing the leadership model of group leader prototypicality (Hogg, 2001c) from social identity theory and self-categorization, which maps the leader emergence process through group prototypicality or the degree individuals' possess the traits and characteristics the group finds most salient (Hogg & Terry, 2000; D. van Knippenberg & Hogg, 2003). Combining traditionally dichotomous lines of research (trait approach and leader group prototypicality), this paper establishes precedent indicating both are relevant in studying leader emergence, and in fact variables from both lines interact with each other. Findings, while not all as predicted, are shown as consistent with theory and past research significant main effects and interactions between all the independent variables impacting the likelihood of individual leader emergence.</p>","abstract_html":"<p>Past research has demonstrated direct and indirect links between the personality traits of dominance and self-monitoring and the resulting leader emergence. Research in the social psychology field has examined the emergent leader process from a different perspective, developing the leadership model of group leader prototypicality (Hogg, 2001c) from social identity theory and self-categorization, which maps the leader emergence process through group prototypicality or the degree individuals' possess the traits and characteristics the group finds most salient (Hogg & Terry, 2000; D. van Knippenberg & Hogg, 2003). Combining traditionally dichotomous lines of research (trait approach and leader group prototypicality), this paper establishes precedent indicating both are relevant in studying leader emergence, and in fact variables from both lines interact with each other. Findings, while not all as predicted, are shown as consistent with theory and past research significant main effects and interactions between all the independent variables impacting the likelihood of individual leader emergence.</p>","abstract_has_math":false,"creators":["Rutti, Raina Marie"],"institution":null,"degree_name":"PhD","degree_level":"Campus Access Dissertation","degree_discipline":"Moore School of Business","degree_department":null,"school":null,"contributors":["Elizabeth C. Ravlin"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009-01-01T08:00:00Z","date_published":"2009-01-01T08:00:00Z","updated_at":"2026-07-24T04:36:43Z","subjects":["Business","Business Administration, Management, and Operations","Leader emergence","Prototypicality","Self-monitoring"],"languages":[],"rights":["© 2009, Raina Marie Rutti"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://scholarcommons.sc.edu/etd/89","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Elizabeth C. 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Research in the social psychology field has examined the emergent leader process from a different perspective, developing the leadership model of group leader prototypicality (Hogg, 2001c) from social identity theory and self-categorization, which maps the leader emergence process through group prototypicality or the degree individuals' possess the traits and characteristics the group finds most salient (Hogg & Terry, 2000; D. van Knippenberg & Hogg, 2003). Combining traditionally dichotomous lines of research (trait approach and leader group prototypicality), this paper establishes precedent indicating both are relevant in studying leader emergence, and in fact variables from both lines interact with each other. Findings, while not all as predicted, are shown as consistent with theory and past research significant main effects and interactions between all the independent variables impacting the likelihood of individual leader emergence.</p>"]},{"key":"dc:title","label":"Title","values":["Followers Who Lead: Modeling Leader Emergence Through Self-Monitoring and Social Identity Theories"]}]}],"canonical_facts":{"dc:contributor":["Elizabeth C. Ravlin"],"dc:creator":["Rutti, Raina Marie"],"dc:description.abstract":["<p>Past research has demonstrated direct and indirect links between the personality traits of dominance and self-monitoring and the resulting leader emergence. Research in the social psychology field has examined the emergent leader process from a different perspective, developing the leadership model of group leader prototypicality (Hogg, 2001c) from social identity theory and self-categorization, which maps the leader emergence process through group prototypicality or the degree individuals' possess the traits and characteristics the group finds most salient (Hogg & Terry, 2000; D. van Knippenberg & Hogg, 2003). Combining traditionally dichotomous lines of research (trait approach and leader group prototypicality), this paper establishes precedent indicating both are relevant in studying leader emergence, and in fact variables from both lines interact with each other. Findings, while not all as predicted, are shown as consistent with theory and past research significant main effects and interactions between all the independent variables impacting the likelihood of individual leader emergence.</p>"],"dc:identifier":["https://scholarcommons.sc.edu/etd/89"],"dc:rights":["© 2009, Raina Marie Rutti"],"dc:subject":["Business","Business Administration, Management, and Operations","Leader emergence","Prototypicality","Self-monitoring"],"dc:title":["Followers Who Lead: Modeling Leader Emergence Through Self-Monitoring and Social Identity Theories"],"thesis:degree_discipline":["Moore School of Business"],"thesis:degree_level":["Campus Access Dissertation"],"thesis:degree_name":["PhD"]},"updated_at":"2026-07-24T04:36:43Z"}