Knowledge@SMU

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

Article ID

1200

Subject(s)

Leadership and Change

Included in

Business Commons

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