Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity, and implicit leadership theories

Tabassum, Marya; Raziq, Muhammad Mustafa; Sarwar, Naukhez

doi:10.1016/j.hrmr.2022.100951

Cited by 7 publications

(11 citation statements)

References 93 publications

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“…Leadership emergence emerges later as an alternative term, referring to the attainment of informal leadership status among group members, often through peer recognition (Atwater et al, 1999;Dinh & Lord, 2012). On the other hand, Emergent leadership highlights the natural evolution of leaders, irrespective of hierarchical systems (Chaturvedi et al, 2012;Hanna et al, 2021;Tabassum et al, 2023). Although sharing similarities with leadership emergence, it extends its focus to leaders-group-task dynamics, intermittent emergence, and underscores the importance of peer evaluation of individual team members, emphasizing the circumstances and reasons behind their emergence as leaders within a specific context (Hanna et al, 2021).…”

Section: The Methodologies Units Of Analysis and Geographical Classif...mentioning

confidence: 99%

“…Aycan et al (2022) emphasize that the primary objective of LE research is to identify the factors that influence the quantification of LE, requiring careful examination of the conceptual aspects involved. Gaining an in-depth comprehension of the processes that determine how leaders are chosen is crucial, as it reveals the complex interaction of factors that influence the selection of individuals for leadership positions in different organizational environments (Acton et al, 2019;Lemoine et al, 2016;Tabassum et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

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What has been Missing in Leader Emergence? A Systematic Exploration and Future Research Directions

Sholikhah,

Nastiti,

Kismono

2024

RGSA

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Objective: The study aims to address the fragmented state of leader emergence research by identifying crucial theoretical elements and consolidating the field through a comprehensive review of existing literature. The objective is to pinpoint areas where knowledge is lacking and strategize for future undertakings in this dispersed field. Theoretical Framework: This study employs a Systematic Literature Review approach to elucidate the concept, delineate the current knowledge, and propose opportunities for future research. The PRISMA method is utilized to report the process and results of the study. Method: This paper employs bibliometric and content analysis to examine the literature on leader emergence, drawing from 73 selected articles from reputable journals. Results and Discussion: Research on leader emergence is currently constrained by overlapping terms and a lack of comprehensive investigation into the psychological mechanisms underlying this process. Past research has utilized a diverse range of theories, predominantly from Western settings, which has led to a lack of cohesion in the findings. Additional research is required in three crucial areas: theory, methodology, and context-related advancement. Research Implications: The findings of this study contribute to the development of the Leader Emergence theory by clarifying conceptual boundaries with other related terms, pinpointing areas that need further investigation, providing clarity on findings, and establishing a theoretical framework using the AMO model. Originality/Value: This study enhances the fundamental understanding of leader emergence, providing a solid foundation for future research, presenting a conceptual model of the leader emergence process, mapping variables explored, and highlighting potential areas for future research.

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Section: The Methodologies Units Of Analysis and Geographical Classif...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

What has been Missing in Leader Emergence? A Systematic Exploration and Future Research Directions

Sholikhah,

Nastiti,

Kismono

2024

RGSA

View full text Add to dashboard Cite

show abstract

“…Organizational leadership studies typically focus on vertical top-down leadership, in which leaders have legitimate, formal organizational authority. As organizational structures have become more varied, research has recently begun to emphasize the emergence of informal leaders without any formal power in a flattening team structure, such as agile teams (Przybilla et al, 2019), captured by the term horizontal or emergent leadership (Tabassum et al, 2023). Agile teams often work on complex tasks, for which a traditional top-down approach is not appropriate (Cox et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…First, the mechanisms that foster emergent leadership are not clearly understood (Hanna et al, 2021). Second, methods to identify emergent leaders are inconsistent (Tabassum et al, 2023). Third, existing research does not adequately identify the roles, leadership styles, and other factors that shape the development of emergent leaders (Barrick et al, 2015;Carnabuci et al, 2018;Tabassum et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…Second, methods to identify emergent leaders are inconsistent (Tabassum et al, 2023). Third, existing research does not adequately identify the roles, leadership styles, and other factors that shape the development of emergent leaders (Barrick et al, 2015;Carnabuci et al, 2018;Tabassum et al, 2023). Lastly, there have been many calls to study agile leadership (Modi and Strode, 2020), but few have been addressed.…”

Section: Introductionmentioning

confidence: 99%

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Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level

Tabassum,

Raziq,

Allen

et al. 2024

BPMJ

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PurposeLeadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.Design/methodology/approachWe first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.FindingsResults indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).Originality/valueWe contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.

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Cultural Leadership

Rawat,

Hussain

2024

Reference Module in Social Sciences

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Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity, and implicit leadership theories

Cited by 7 publications

References 93 publications

What has been Missing in Leader Emergence? A Systematic Exploration and Future Research Directions

What has been Missing in Leader Emergence? A Systematic Exploration and Future Research Directions

Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level

Cultural Leadership

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