TY  - CHAP
AB  - The social relations model (SRM; Kenny, 1994) explicitly proposes that leadership simultaneously operates at three levels of analysis: group, dyad, and individual (perceiver and target). With this model, researchers can empirically determine the amount of variance at each level as well as those factors that explain variance at these different levels. This chapter shows how the SRM can be used to address many theoretically important questions in the study of leadership and can be used to advance both the theory of and research in leadership. First, based on analysis of leadership ratings from seven studies, we find that there is substantial agreement (i.e., target variance) about who in the group is the leader and little or no reciprocity in the perceptions of leadership. We then consider correlations of leadership perceptions. In one analysis, we examine the correlations between task-oriented and socioemotional leadership. In another analysis, we examine the effect of gender and gender composition on the perception of leadership. We also explore how self-ratings of leadership differ from member perceptions of leadership. Finally, we discuss how the model can be estimated using conventional software.
VL  - 8
SN  - 978-1-84855-503-7, 978-1-84855-502-0/1475-9144
DO  - 10.1108/S1475-9144(2009)0000008008
UR  - https://doi.org/10.1108/S1475-9144(2009)0000008008
AU  - Kenny David A.
AU  - Livi Stefano
ED  - Francis J. Yammarino
ED  - Fred Dansereau
PY  - 2009
Y1  - 2009/01/01
TI  - A componential analysis of leadership using the social relations model
T2  - Multi-Level Issues in Organizational Behavior and Leadership
T3  - Research in Multi-Level Issues
PB  - Emerald Group Publishing Limited
SP  - 147
EP  - 191
Y2  - 2024/09/26
ER  -