Emergent Leaders and Organization Environment

Emergent Leaders and Organization Environment

University of Maryland University College

Author Note

This paper was prepared for AMBA 620 9041 Managing People and Groups in the Global Workplace taught by Dr. Edwin Olson.

Abstract

Understanding of the concepts and theories for informal leadership is important for an organization. Critical analysis of literature related to emergent leadership indicates multiple factors cause an individual to become a leader. Personality traits, leadership behaviors, competencies, motivation and perceptions are all linked to the emergence of informal leaders. Motivation is what combines the personality traits, competencies, and character into action and perception drives the emergence and sustained influence of an informal leader. Individuals choose to lead based on their personal perception of ability, while group members choose leaders from social cues and demonstrations of ability. Organizations that create and expect a shared leadership environment for a team, increase productivity and empower more employees to take on leadership responsibilities.

Keywords: emergent leaders, dominance, motivation-to-lead, organization environment, perception

Emergent Leaders and Organization Environment

Emergent leaders are necessary for an organization to successfully navigate in a competitive environment. Extensive research and theories are published with a focus on what characteristics specifically relate to leadership emergence. An organization that understands the personality traits, values, and ethics of informal leaders can create a supportive environment that encourages employees to take on the risk of leading. Informal leaders are perceived by their peers to be effective, competent, and trustworthy. While specific personality traits, competencies, and values are necessary for leaders, motivation and courage are key factors that allow leaders to emerge informally. Effective organizations are able to harness the skills,...