High self-monitors: a chameleon, a magnet, a leader
A recent study has shown that high self-monitors – people who easily adjust their attitudes and behaviours to the social situation – tend to emerge as leaders naturally. Yet, low self-monitors – those who are consistent in attitudes and behaviours regardless of the environment – are often placed in...
Saved in:
| 主要作者: | |
|---|---|
| 格式: | text |
| 語言: | English |
| 出版: |
Institutional Knowledge at Singapore Management University
2009
|
| 主題: | |
| 在線閱讀: | https://ink.library.smu.edu.sg/ksmu/264 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=1263&context=ksmu |
| 標簽: |
添加標簽
沒有標簽, 成為第一個標記此記錄!
|