A Longitudinal Study of the Relationships Among Self-Monitoring, Authentic Leadership, and Perceptions of Leadership

Abstract

There is little research examining variability in leadership outcomes over time as a function of individual differences. The present study investigates how the extent to which individuals are perceived as leaders varies over time, with self-monitoring and authentic leadership as predictors. Hierarchical linear modeling analyses found that change in the extent to which individuals were perceived to be leaders by others varied across individuals, but this variability was not due to individuals' self-monitoring, authentic leadership, or declining interrater reliability. It was also found that individuals' overestimation of themselves as leaders increased over time. Finally, an initial measure of authentic leadership was developed.