Emotion recognition and emergent leadership: Unraveling mediating mechanisms and boundary conditions

Frank Walter*, Michael S. Cole*, Gerben S. van der Vegt*, Robert S. Rubin*, William H. Bommer*

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

46 Citations (Scopus)

Abstract

This study examines the complex connection between individuals' emotion recognition capability and their emergence as leaders. It is hypothesized that emotion recognition and extraversion interactively relate with an individual's task coordination behavior which, in turn, influences the likelihood of emerging as a leader. In other words, we cast task coordination as a mediating mechanism in the joint relationship between emotion recognition and extraversion, on the one hand, and leader emergence, on the other. Study hypotheses were tested using multisource data from two diverse, independent samples. Study 1 supports the hypothesized relationships in a sample of student project teams in the Netherlands, and Study 2 constructively replicates the proposed model using student participants in an assessment center in the United States. These findings were obtained using a performance-based test of emotion recognition and controlling for a battery of known covariates. (C) 2012 Elsevier Inc. All rights reserved.

Original languageEnglish
Pages (from-to)977-991
Number of pages15
JournalThe Leadership Quarterly
Volume23
Issue number5
DOIs
Publication statusPublished - Oct-2012

Keywords

  • Emotion recognition
  • Leader emergence
  • Task coordination
  • Extraversion
  • Emotional intelligence
  • WONDERLIC PERSONNEL TEST
  • CONSTRUCT-VALIDITY
  • TRANSFORMATIONAL LEADERSHIP
  • ORGANIZATIONAL-BEHAVIOR
  • ASSESSMENT-CENTERS
  • TEAM PERFORMANCE
  • JOB-PERFORMANCE
  • 5-FACTOR MODEL
  • INTELLIGENCE
  • PERSONALITY

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