Who Emerges as a Leader? A Study on Cultural Values, Citizenship, and Trust
Scymcyk, Jacklyn Marie
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In this study peer and supervisor perceptions of emergent leaders were assessed in order to better understand and predict leader emergence. Using two moderated mediation models, organizational citizenship behaviors (OCB-I and OCB-O) of emergent leaders were hypothesized to predict leader emergence via peer and supervisor trust, respectively. It was hypothesized that these perceptions and the subsequent leader emergence will be moderated by peers and supervisors’ cultural values. Namely, Benevolence and Achievement Values from the Schwartz Basic Values Theory were proposed moderators on the relationship between OCBs and trust, due to the impact cultural values have on varied perceptions of different behaviors and their functional valuation in workgroups. The results of this study showed that both benevolence and achievement values held by supervisors moderate the relationship between subordinate OCB-O and trust. Results also show that trust in subordinates results in their leader emergence, but only for male subordinates. By understanding who has the potential to emerge as a leader, based on the culturally-driven perceptions of members of their workgroup, organizations can better identify and develop employees whose leadership can be effective and accepted if they are vested with formal leadership later in their career. Further, the gender differences and differences between supervisor and peer ratings of these proposed relationships have several practical and theoretical implications.