High self-monitors: a chameleon, a magnet, a leader
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...
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2009
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| Online Access: | https://ink.library.smu.edu.sg/ksmu/264 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1263&context=ksmu |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | 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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