Performance‐self‐esteem and perceptions of leadership emergence: A comparative study of men and women

This study examines the leadership ratings and perceived leadership emergence of men and women with either high or low performance‐self‐esteem. Results confirmed hypotheses that performance‐self‐esteem has a substantial impact on an individual's chances of being perceived as a group's emergent leader, his or her ratings by other group members and trained observers on key leadership variables, and his or her self‐assessment as a group participant. Findings also provided evidence for a commonly held view of leadership in ad hoc groups as being procedurally focused.