Leadership, values, and subordinate self-concepts

This article discusses two means by which leaders can impact on subordinate self-regulatory processes - making particular patterns of Values salient a nd activating specific subordinate self-concepts. Research indicating compa tible structures among Values and self-identities is discussed, and it is s uggested that such structures are automatically related by networks of mutu al activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. (C) 2001 Elsevier Scien ce Inc. All rights reserved.