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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2009
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sg-smu-ink.ksmu-12632018-07-06T05:12:35Z High self-monitors: a chameleon, a magnet, a leader Knowledge@SMU 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. 2009-04-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/ksmu/264 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1263&context=ksmu http://creativecommons.org/licenses/by-nc-nd/4.0/ Knowledge@SMU eng Institutional Knowledge at Singapore Management University Business |
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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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High self-monitors: a chameleon, a magnet, a leader |
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High self-monitors: a chameleon, a magnet, a leader |
| title_full |
High self-monitors: a chameleon, a magnet, a leader |
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High self-monitors: a chameleon, a magnet, a leader |
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High self-monitors: a chameleon, a magnet, a leader |
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high self-monitors: a chameleon, a magnet, a leader |
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Institutional Knowledge at Singapore Management University |
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2009 |
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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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