First-Time Leaders and Implicit Leadership Theory: Effects of Stress

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Author(s): Steven Walczak (University of South Florida, USA)
Copyright: 2021
Pages: 23
Source title: Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders
Source Author(s)/Editor(s): Matthew Waritay Guah (South Carolina State University, USA)
DOI: 10.4018/978-1-7998-7592-5.ch007

Keywords: Administration & Leadership / Business & Management / Business Science Reference / Management Science

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Abstract

First-time leaders may find themselves thrust into very stressful situations for their teams and organizations at large. First-time leaders in corporations, the classroom, sports, the military, and politics should understand how stress changes the way followers perceive their leader and the ideal traits for a leader through changing leadership prototype schemas. Implicit leadership theories, social information processing, and cognitive psychology suggest that stress can influence the activation of schema. Changing leadership prototype schemas of followers may affect subsequent productivity and efficiency. This chapter examines if leadership prototype schemas change under stress and recommends ways first-time leaders can respond to these changing schemas, including how female first-time leaders who are often initially perceived as more sensitive leaders can utilize changing perceptions and ideal leader prototypes under stressful conditions.

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First-Time Leaders and Implicit Leadership Theory: Effects of Stress

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