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Purpose -- This study analyzed three years of data from the Collegiate Leadership Competition to investigate potential differences in longitudinal leader self-efficacy growth between students who identify as men and those who identify as women. Design/methodology/approach -- Survey design. Findings -- Results indicate that women participants enter their competition experience at higher levels of leader self-efficacy than men and that both groups were able to sustain moderate levels of growth measured several months after the end of the competition. Originality/value -- The gap between men and women in their leader self-efficacy did not change over the several months of measurement. Implications for leadership educators are discussed. [ABSTRACT FROM AUTHOR]

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 (n study1 = 449, n study2 = 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. [ABSTRACT FROM AUTHOR]

Correctional leadership is virtually an unexamined category, lacking literature regarding what is necessary to be a successful correctional executive. This quantitative study involved examining a leadership model of the relationship between emotional intelligence and leader self-efficacy perceptions among correctional executives and senior-level leaders. A convenience sampling of 112 correctional leaders from across the US participated in the study. Participants were asked to complete the WLEIS (Wong & Law Emotional Intelligence Scale) and the Leader Efficacy Questionnaire (LEQ). A correlation and Multivariate Analysis of Variance Analyses (MANOVA) were subsequently conducted. The study findings yielded a statistically significant difference among leaders' perceptions of their utilization of emotional intelligence and leader self-efficacy in the work environment. The study findings further suggest that gender is predictive across the instrumentation models for this study, with women exhibiting higher levels of emotional intelligence, self-emotional appraisal, use of emotion, leader self-efficacy, and leader self-regulation efficacy. [ABSTRACT FROM AUTHOR]

Keywords: information processing theory; leadership emergence; leader self-awareness; leader self-efficacy; self-leadership; social cognitive theory EN information processing theory leadership emergence leader self-awareness leader self-efficacy self-leadership social cognitive theory 1 1 1 08/26/21 20210823 NES 210823 In the original article, there was an error. Information processing theory, leadership emergence, leader self-awareness, leader self-efficacy, self-leadership, social cognitive theory. [Extracted from the article]