Some Leaders Come from Nowhere
Their Success Is Uneven
Bibliographic Data
| ID | 10225841 |
|---|---|
| Authors | Alice H Eagly (0000-0003-4938-9101, Northwestern University, corresponding author) |
| Year | 2018 |
| Volume | 74 |
| Issue | 1 |
| Pages | 184-196 |
| Publication date | 2018-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Social Issues (JOURNAL) |
| Journal identifiers | ISSN: 0022-4537 • E-ISSN: 1540-4560 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/josi.12263 |
| OpenAlex | W2795680104 |
| Language | EN |
| Citations received | 5 |
| References cited | 38 |
Sometimes leaders seem to come from nowhere—that is, from a social group or situation has seldom produced leaders. Their emergence generally requires special conditions and unusual competence. Once occupying such a role, unexpected leaders have to meet challenges that are more difficult than those faced by expected leaders. Angela Merkel, Chancellor of Germany, provides an example of a political leader who, against all odds, has achieved high office and extraordinary success. Both role congruity theory and social identity theory explicate the processes that enable such leaders to emerge and sometimes be successful despite their origins in a marginal status or unusual social location. When unexpected leaders are successful, they serve as symbolic vanguards of social change and sometimes produce wider social change in groups, organizations, or nations
Aesthetics · Competence (human resources · Identity (music · Odds · Political economy · Political science · Politics · Public relations · Social group · Social identity theory · Sociology · Symbolic interactionism · Gender Diversity and Inequality · Law · Psychology · Social and Cultural Dynamics · Social and Intergroup Psychology · Social Psychology
The Difference
Psychology, Science, and Knowledge Construction
Reactions to Vanguards
A Goal Congruity Model of Role Entry, Engagement, and Exit
Role congruity theory of prejudice toward female leaders.
Toward A Theory of Conversion Behavior
Getting on top of the glass cliff
A Social Identity Theory of Leadership
Ways Women Lead
You've Come a Long Way…Maybe
Minority influence
Sex role stereotyping and requisite management characteristics
Masculine and Feminine Traits on the Bem Sex-Role Inventory, 1993–2012
Leadership Diversity
Uncertainty and Influence
When Leaders are in the Numerical Majority or Minority
Deviance Credit
Benefiting from Diversity
From Marginal to Mainstream and Vice Versa
When Passionate Advocates Meet Research on Diversity, Does the Honest Broker Stand a Chance
Leadership and Social Transformation
Looking for Leadership in All the Wrong Places
Gender and the emergence of leaders
Diversity and leadership in a changing world
Women face a labyrinth
Stereotypes as Dynamic Constructs
Are leader stereotypes masculine? A meta-analysis of three research paradigms
Gender and the evaluation of leaders
The subtle suspension of backlash
Intersecting Cultural Beliefs in Social Relations
| Unique citing works | 5 |
|---|---|
| Citations per year | 0,63 |
| Citation span | 2018 - 2026 (9) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 4 |