Leader self‐structure: a framework for positive leadership
提出领导者自我结构的概念，认为领导者通过发展丰富多维的自我构念，能更好地应对复杂情境、影响追随者，并建议未来研究将个体自我复杂性与组织积极过程联系起来。
Abstract We expand the conceptualization of positive leadership and hypothesize that leaders' ability to influence followers across varied complex situations will be enhanced through the development of a rich and multifaceted self‐construct. Utilizing self‐complexity theory and other aspects of research on self‐representation, we show how the structure and structural dynamics of leaders' self‐constructs are linked to their varied role demands by calling forth cognitions, affects, goals and values, expectancies, and self‐regulatory plans that enhance performance. Through this process, a leader is able to bring the “right stuff” (the appropriate ensemble of attributes) to bear on and succeed in the multiple challenges of leadership. We suggest future research to develop dimensional typologies related to leadership‐relevant aspects of the self and also to link individual positive self‐complexity to more aggregate positive organizational processes. Copyright © 2009 John Wiley & Sons, Ltd.