Leader Effectiveness in the Eye of the Beholder: Self-Affirming Implicit Policies in Leader Perception

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dc.contributor.authorThompson, Nicole J.en
dc.contributor.committeechairFoti, Roseanne J.en
dc.contributor.committeechairMiyazaki, Yasuoen
dc.contributor.committeememberGeller, E. Scotten
dc.contributor.committeememberHauenstein, Neil M. A.en
dc.contributor.departmentPsychologyen
dc.date.accessioned2015-05-30T06:00:51Zen
dc.date.available2015-05-30T06:00:51Zen
dc.date.issued2013-06-12en
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
dc.description.degreePh. D.en
dc.format.mediumETDen
dc.identifier.othervt_gsexam:1246en
dc.identifier.urihttp://hdl.handle.net/10919/52863en
dc.publisherVirginia Techen
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectSelfen
dc.subjectLeadership Perceptionsen
dc.subjectPolicy-capturingen
dc.subjectPattern Approachen
dc.subjectLeader Categorization Theoryen
dc.titleLeader Effectiveness in the Eye of the Beholder: Self-Affirming Implicit Policies in Leader Perceptionen
dc.typeDissertationen
thesis.degree.disciplinePsychologyen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.namePh. D.en

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