Sex,Task, and Behavioral Flexibility Effects on Leadership Perceptions |
| |
| Affiliation: | 1. Department of Biomedical Engineering, University of Strathclyde, UK;2. Department of Orthopaedics, Golden Jubilee National Hospital, UK;1. Laboratory of Entomology, Faculty of Agriculture, Kagawa University, Miki-cho, Kagawa, 761-0795, Japan;2. Graduate School of Science and Technology and Department of Mathematical and Systems Engineering, Shizuoka University, 3-5-1 Johoku, Naka-ku, Hamamatsu, 432-8561, Japan;3. Marine Biosystems Research Center, Chiba University, Uchiura, Kamogawa, Chiba, 299-5502, Japan;4. Department of Environmental and Forest Biology, State University of New York College of Environmental Science and Forestry, Syracuse, NY 13210 USA |
| |
| Abstract: | The effects of sex and behavioral flexibility on leader perceptions were examined in small groups performing under two task conditions. We predicted, based on theory and previous empirical research, that leadership perceptions would be higher for: (1) persons higher in three indicators of behavioral flexibility (self-monitoring, self-reported behavioral capabilities, and androgyny), (2) males in general, and (3) tasks that were sex-congruent. Results showed significant, strong support for behavioral flexibility and sex effects and weak support for the effects of sex-congruent tasks. Exploratory analyses showed thatperceivedtarget capabilities mediated the effects of sex and behavioral flexibility. The discussion is organized around a theoretical model which suggests that target behavior and sex-based cues leading to leader categorization are in part mediated by inferred target capabilities. These capabilities show parallels to leadership-relevant traits such as masculinity, dominance, extroversion, and adjustment, identified in early leadership research. |
| |
| Keywords: | |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
