The Role of Self-Attention in Leader Development

Shyness and self-consistency and congruence among Chinese adolescents: mediating role of social comparison orientation and moderating role of self-focused attention

During the critical period of personality shaping and self-development, adolescents face unique challenges and opportunities. This study, based on Cognitive-Behavioral Theory, explored the relationship between shyness and self-consistency and congruence (hereinafter referred to as SCC), as well as its underlying mechanisms. Through a questionnaire survey on shyness, social comparison orientation, self-focused attention, and SCC among 984 adolescents, the results revealed that (1) Adolescent shyness negatively predicted SCC. (2) Social comparison orientation partially mediated the relationship between shyness and SCC. (3) Self-focused attention moderated the direct pathway of this mediation process, where a high level of self-focused attention exacerbated the negative impact of shyness on SCC. These findings offered a new perspective on understanding SCC and underscored the importance of addressing the information processing mechanisms of social comparison orientation and self-focused attention among shy adolescents in interventions aimed at promoting their psychological harmony and healthy growth.

Are Individual Differences in Information-Processing Styles Related to Transformational Leadership? A Test of the Cognitive Experiential Leadership Model

The recently proposed Cognitive Experiential Leadership Model (CELM) states that leaders’ preference for rational thinking and behavioral coping will be related to their level of transformational leadership. The CELM was based on research that principally used cross-sectional self-report methods. Study 1 compared both self-ratings and follower-ratings of leadership styles with leaders’ self-rated thinking styles in 160 leader-follower dyads. Study 2 compared both self-ratings and coworker-ratings of leadership styles with leaders’ self-rated thinking styles for 74 leaders rated by 607 coworkers. In both Studies, leaders’ rational thinking, imaginative thinking, and behavioral coping correlated positively with their self-rated transformational leadership. However, only behavioral coping, but not rational thinking, was correlated with follower-rated (FR) transformational leadership in Study 1, and thinking styles were unrelated to other-rated transformational leadership in Study 2. These results partly support and partly challenge the CELM. Practically, this study suggests that leadership may be improved by leaders developing their capacity for behavioral coping.