Is it normal to lead? Evaluating the role of superiority and similarity in leader emergence

Abstract

IntroductionAttempts to explain the leader emergence process have resulted in several seemingly contradictory assertions about who attains power and influence in groups. As such, this study pioneers a novel integration of the two dominant explanations of leader emergence: superiority (trait-based perspective) and similarity (social identity perspective). We posit that the two primary aspects of non-normality—uniqueness and strangeness—have opposing relationships with leader emergence in groups.MethodologyThrough multiple regression analyses, we utilized peer and self-evaluations in a sample of 308 participants in seven social organizations to assess whether and how non-normality evaluations predict formal and informal leadership emergence.ResultsThis study provides general support for a relationship between the non-normality dimensions and leader emergence, particularly when evaluations are made by peers. Additionally, we demonstrate that non-normality evaluations predict leader emergence above and beyond evaluations of the Big Five.DiscussionThis research lays the groundwork for a new era in leadership research that embraces the duality of individual traits and social perceptions, paving the way for a more nuanced and effective approach to leader emergence within dynamic group settings.