TY - JOUR A1 - Asselmann, Eva A1 - Holst, Elke A1 - Specht, Jule T1 - Longitudinal bidirectional associations between personality and becoming a leader JF - Journal of personality N2 - Objective Leaders differ in their personalities from non-leaders. However, when do these differences emerge? Are leaders "born to be leaders" or does their personality change in preparation for a leadership role and due to increasing leadership experience? Method Using data from the German Socio-Economic Panel Study, we examined personality differences between leaders (N = 2683 leaders, women: n = 967; 36.04%) and non-leaders (N = 33,663) as well as personality changes before and after becoming a leader. Results Already in the years before starting a leadership position, leaders-to-be were more extraverted, open, emotionally stable, conscientious, and willing to take risks, felt to have greater control, and trusted others more than non-leaders. Moreover, personality changed in emergent leaders: While approaching a leadership position, leaders-to-be (especially men) became gradually more extraverted, open, and willing to take risks and felt to have more control over their life. After becoming a leader, they became less extraverted, less willing to take risks, and less conscientious but gained self-esteem. Conclusions Our findings suggest that people are not simply "born to be leaders" but that their personalities change considerably in preparation for a leadership role and due to leadership experience. Some changes are transient, but others last for a long time. KW - Big Five KW - development KW - leadership KW - manager KW - occupational success Y1 - 2022 U6 - https://doi.org/10.1111/jopy.12719 SN - 0022-3506 SN - 1467-6494 VL - 91 IS - 2 SP - 285 EP - 298 PB - Wiley-Blackwell CY - Boston, Mass. [u.a.] ER - TY - JOUR A1 - Forster, Timon A1 - Heinzel, Mirko Noa T1 - Reacting, fast and slow BT - how world leaders shaped government responses to the COVID-19 pandemic JF - Journal of European public policy N2 - The COVID-19 pandemic created extraordinary challenges for governments to safeguard the well-being of their people. To what extent has leaders' reliance on scientific advice shaped government responses to the COVID-19 outbreak? We argue that leaders who tend to orient themselves on expert advice realized the extent of the crisis earlier. Consequently, these governments would adopt containment measures relatively quickly, despite the high uncertainty they faced. Over time, differences in government responses based on the use of science would dissipate due to herding effects. We test our argument on data combining 163 government responses to the pandemic with national- and individual-level characteristics. Consistent with our argument, we find that countries governed by politicians with a stronger technocratic mentality, approximated by holding a PhD, adopted restrictive containment measures faster in the early, but not in the later, stages of the crisis. This importance of expert-based leadership plausibly extends to other large-scale societal crises. KW - crisis KW - leadership KW - expertise KW - COVID-19 KW - policy-making KW - public health Y1 - 2021 U6 - https://doi.org/10.1080/13501763.2021.1942157 SN - 1350-1763 SN - 1466-4429 VL - 28 IS - 8 SP - 1299 EP - 1320 PB - Routledge, Taylor & Francis Group CY - Abingdon ER - TY - CHAP A1 - Siegel, John A1 - Proeller, Isabella ED - Schedler, Kuno T1 - Strategic management in public administration T2 - Elgar encyclopedia of public management N2 - Strategic management is the deliberate engagement of an administration with the challenges of fulfilling its mission and ensuring and improving its ability to act by clarifying measures of success, an understanding of how to influence patterns of action, and organiza-tional learning. In this respect, it is not just about planning, but about an understanding of the emerging strategies of the administration in fulfilling its tasks and the use of opportunities for performance improvement, taking into account stakeholder expectations, resource base and organizational capabilities. KW - strategy KW - performance KW - leadership KW - change KW - digitalization Y1 - 2022 SN - 978-1-80037-548-2 SN - 978-1-80037-549-9 U6 - https://doi.org/10.4337/9781800375499.strategic SP - 302 EP - 306 PB - Edward Elgar Publishing CY - Cheltenham ER -