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