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A Corrigendum on Take a “Selfie”: Examining How Leaders Emerge From Leader Self-Awareness, Self-Leadership, and Self-Efficacy by Bracht, E. M., Keng-Highberger, F. T., Avolio, B. J., and Huang, Y. (2021). Front. Psychol. 12:635085. doi: 10.3389/fpsyg.2021.635085 In the original article, there was an error. The Ethics Statement incorrectly stated that “Ethical review and approval was not required for the study on human participants in accordance with the local legislation and institutional requirements. The patients/participants provided their written informed consent to participate in this study.” A correction has been made to the Ethics Statement. The corrected statement is shown below. The studies involving human participants were reviewed and approved by Nanyang Technological University (NTU) Institutional Review Board (IRB-2020-04-004). The participants provided their written informed consent to participate in this study. The authors apologize for this error and state that this does not change the scientific conclusions of the article in any way. The original article has been updated.

It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. Nanyang Technological University Published version The data collection in Study 1 was funded by the Willkomm Stiftung and the Department of Social Psychology at the Goethe University in Frankfurt, Germany together with the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA. The data collection Study 2 was funded by the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA, together with Nanyang Technological University in Nanyang, Singapore. Publishing fees are funded by the Goethe University, Frankfurt, Germany.