The Role of Self-Monitoring and Gender on Leader Emergence: A Laboratory and Field Study

Abstract

Two studies were conducted to investigate the influence of self-monitoring ability and gender on leader emergence. In Study I, groups composed of a male high self-monitor, male low self-monitor, female high self-monitor, andfemale low self-monitor worked on a salary allocation task. At the end of the task, subjects completed questionnaires that asked them to select one group member as their leader. The amount of influence each group member exerted during the discussion was also assessed. Analyses indicated that high self-monitors emerged as leaders more frequently than did low self-monitors and men emerged as leaders more frequently than did women. Study II replicated these results in 9 volunteer organizations. Implications of the findings for managerial practice and future research are discussed.