Reputation concern influences perceived leadership
Results indicated that in intergroup competitive situations, individuals with low reputation concerns were more likely to be endorsed as leaders compared to those with high reputation concerns (Leadership endorsement scores: M<sub>low</sub> = 4.00, M<sub>high</sub> = 3.23, p < .001, η<sub>p</sub><sup>2</sup> = 0.09). In contrast, in intergroup cooperative situations, individuals with high reputation concerns were more likely to be endorsed as leaders (M<sub>low</sub> = 3.30, M<sub>high</sub> = 3.76, p < .001, η<sub>p</sub><sup>2</sup> = 0.04). This study extends previous research on the factors influencing leadership endorsement and provides valuable insights into how individuals are endorsed as leaders across different contexts.
Authors
- Yuka Mizuno (ORCID: https://orcid.org/0009-0000-5392-7801)
- Akira Ono (ORCID: https://orcid.org/0000-0001-7841-851X)
- Xianwei Meng (ORCID: https://orcid.org/0000-0002-7873-7518)
- Risa Terazawa
- Natsuki Mori
- Hayato Yamano
Institutions
- Nagoya University (JP)
Publication Details
- Journal
- BMC Research Notes
- Published
- 2024-12-19
- DOI
- https://doi.org/10.1186/s13104-024-07020-2
- Primary Topic
- Cultural Differences and Values
- Type
- article
- Field-Weighted Citation Impact
- 0.00
Funders
- Japan Society for the Promotion of Science