High self-monitors: a chameleon, a magnet, a leader

Authors

Knowledge@SMU

Publication Type

Journal Article

Publication Date

4-2009

Abstract

A recent study has shown that high self-monitors – people who easily adjust their attitudes and behaviours to the social situation – tend to emerge as leaders naturally. Yet, low self-monitors – those who are consistent in attitudes and behaviours regardless of the environment – are often placed in positions of authority. Martin Kilduff, a management professor at the University of Cambridge examines the abilities of an emerging breed of leaders; the high self-monitors.

Disciplines

Business

Copyright Owner and Holder

Copyright © Singapore Management University 2012

Licece/Creative Commons Licence

This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.

Article ID

1200

Subject(s)

Leadership and Change

Citation

Knowledge@SMU. High self-monitors: a chameleon, a magnet, a leader. (2009).
Available at: https://ink.library.smu.edu.sg/ksmu/264