Self-selection Bias in Leadership

Whereas a great number of leadership emergence studies examine followers’ perceptions of emergent leaders, fewer studies have focused on why people choose leadership in the first place. Prior research has, for example, shown that traits such as dominance and extraversion characterize people who “naturally” gravitate toward leadership positions. Men are also more likely than women to step up to leadership. This raises the question of a possible self-selection bias in leadership practice (and research). Do organizations miss an important pool of leadership talent by not actively “flushing out” and developing their reluctant leaders? This chapter draws insights from various literature streams, such as leadership emergence, leadership identity, and leadership development, to cast light on the phenomenon of “reluctant leaders.” It also outlines practical implications for leadership assessment, training, and development programs.