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dc.contributor.authorThompson, Nicole J.en_US
dc.date.accessioned2015-05-30T06:00:51Z
dc.date.available2015-05-30T06:00:51Z
dc.date.issued2013-06-12en_US
dc.identifier.othervt_gsexam:1246en_US
dc.identifier.urihttp://hdl.handle.net/10919/52863
dc.description.abstractThe present study employed a novel approach to extend current knowledge of how ideal leader prototypes and self-concepts solely and dually influence leader categorization and effectiveness judgments. Cluster analysis and policy-capturing were employed to examine independent and dependent variables as patterns. Findings partially supported hypotheses and corroborated previous research. Leader categorization and effectiveness judgments were self-affirming across multiple managerial performance scenarios; implicit policies varied based on the pattern of traits exhibited within their self-concepts and ideal leader prototypes. On average, people who endorsed prototypical ideal leader prototypes and self-concepts were more stringent compared to individuals with less prototypical patterns. They categorized fewer managers as leaders, perceived them as less effective, and weighed Planning, Motivating, and Controlling performance behaviors more in their judgments. The study also showed ideal leader prototypes explained variance in implicit policies for leader categorization and effectiveness beyond the variance accounted for by self-concepts; however, the self-concept remained a significant predictor of implicit policies for leader effectiveness. This novel finding suggests the self-concept, like the ideal leader prototype, is relevant in weighting performance behaviors for effectiveness judgment.en_US
dc.format.mediumETDen_US
dc.publisherVirginia Techen_US
dc.rightsThis Item is protected by copyright and/or related rights. Some uses of this Item may be deemed fair and permitted by law even without permission from the rights holder(s), or the rights holder(s) may have licensed the work for use under certain conditions. For other uses you need to obtain permission from the rights holder(s).en_US
dc.subjectSelfen_US
dc.subjectLeadership Perceptionsen_US
dc.subjectPolicy-capturingen_US
dc.subjectPattern Approachen_US
dc.subjectLeader Categorization Theoryen_US
dc.titleLeader Effectiveness in the Eye of the Beholder: Self-Affirming Implicit Policies in Leader Perceptionen_US
dc.typeDissertationen_US
dc.contributor.departmentPsychologyen_US
dc.description.degreePh. D.en_US
thesis.degree.namePh. D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen_US
thesis.degree.disciplinePsychologyen_US
dc.contributor.committeechairFoti, Roseanne J.en_US
dc.contributor.committeechairMiyazaki, Yasuoen_US
dc.contributor.committeememberGeller, E. Scotten_US
dc.contributor.committeememberHauenstein, Neil M. A.en_US


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