| Previous research has shown that high self-monitors are more likely to emerge as leaders in initially leaderless groups compared to low self-monitors. The present study offers an explanation for why this effect occurs. It is expected that group members who are high self-monitors will engage in more communication behavior that is congruent with the group's goal than low self-monitors; this goal-congruent communication behavior is expected to mediate the relationship between self-monitoring and leader emergence. To test this prediction, participants worked in three-person groups containing one high, one medium, and one low self-monitor to generate ideas where either a task performance or social support goal was emphasized. Results indicated that high self-monitors felt more leader-like than low self-monitors even though other members did not see them as such. Although high and low self-monitors communicated goal-congruent messages to an equal extent, these messages helped low but not high self-monitors to emerge as leaders. Implications of the present study and suggestions for future research are offered. |
