Intelligence and dominance are the most frequently noted correlates of both leader emergence and leader effectiveness. In a recent paper by Foti, R. J., & Hauenstein, N.M.A. (2007). Pattern and Variable Approaches in Leadership Emergence and Effectiveness. Journal of Applied Psychology, 92, 347-355, added two more traits to the mix, self-efficacy and self-monitoring.
Not only were the researchers interested in these four traits, but they also wanted to compare the variable approach to the pattern approach. In the variable approach, the focus of interest is in individual variables, and that leaders are conceptualised as the sum of their individual traits. In the pattern approach, the person is conceptualised as an integrated whole rather than as a summation of variables.
The pattern approach has two important implications for leadership research. First, one particular individual difference variable, for example self-efficacy, has less significance on its own than when it is investigated in the context of additional individual differences operating in the individual. Secondly, patterns of individual differences may give better long-term prediction of leader development and effectiveness. For example, different types of leaders may develop in different ways, develop at different times, and respond to different kinds of interventions.
In this study, emergent leaders were identified and then followed for nine months of effectiveness data gathering. Results showed that the same pattern of individual differences (high intelligence, high dominance, high self-efficacy, and high self-monitoring) was associated with both leader emergence and leader effectiveness. Persons scoring high on this pattern emerged as leaders, were promoted to leadership positions, and were rated by their superiors as effective leaders.
