eprintid: 10141789
rev_number: 22
eprint_status: archive
userid: 608
dir: disk0/10/14/17/89
datestamp: 2022-01-13 13:57:59
lastmod: 2022-01-14 10:40:46
status_changed: 2022-01-14 10:40:46
type: article
metadata_visibility: show
creators_name: Landis, B
creators_name: Jachimowicz, J
creators_name: Wang, D
creators_name: Krause, R
title: Revisiting Extraversion and Leadership Emergence: A Social Network Churn Perspective
ispublished: inpress
divisions: UCL
divisions: B04
divisions: C05
divisions: F49
keywords: extraversion, social networks, emergent leadership
note: This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions.
abstract: One of the classic relationships in personality psychology is that extraversion is associated
with emerging as an informal leader. However, recent findings raise questions about the
longevity of extraverted individuals as emergent leaders. Here, we adopt a social network
churn perspective to study the number of people entering, remaining in, and leaving the
leadership networks of individuals over time. We propose that extraverted individuals endure
as emergent leaders in networks over time, but experience significant changes in the people
being led, including the loss of people who once considered them a leader but now no longer
do. In Study 1 (N = 545), extraverted individuals had a larger number of new and remaining
people in their leadership networks, but also lost more people, above and beyond differences
in initial leadership network size. In Study 2 (N = 764), we replicated and extended these
results in an organizational sample while controlling for alternative explanations such as
formal rank, network size, self-monitoring, and narcissism. Extraversion predicted the
number of people entering, remaining in, and leaving leadership networks over time. Our
findings suggest that while extraverted individuals tend to emerge as leaders, they are also
more likely to experience greater network churn—they tend to lead different people over time
and leave people in their wake who once perceived them a leader but now no longer do. We
discuss the challenges posed by this network churn perspective for extraverted emergent
leaders and highlight its importance for our understanding of extraversion and emergent
leadership.
date: 2022-06-24
date_type: published
publisher: American Psychological Association
official_url: http://www.apa.org/pubs/journals/psp/index.aspx
oa_status: green
full_text_type: other
language: eng
primo: open
primo_central: open_green
verified: verified_manual
elements_id: 1914206
lyricists_name: Landis, Blaine
lyricists_id: BLAND49
actors_name: Landis, Blaine
actors_id: BLAND49
actors_role: owner
full_text_status: public
publication: Journal of Personality and Social Psychology
citation:        Landis, B;    Jachimowicz, J;    Wang, D;    Krause, R;      (2022)    Revisiting Extraversion and Leadership Emergence: A Social Network Churn Perspective.                   Journal of Personality and Social Psychology           (In press).    Green open access   
 
document_url: https://discovery.ucl.ac.uk/id/eprint/10141789/7/Landis_PSP-P-2021-0144%20-%20Extraversion%20and%20Network%20Churn%20-%20UCL%20Discovery_revised.pdf