Psychological research on the developmental metamorphosis of leader identity

研究一编制了日本版的自我概念水平量表，并对其信度进行了检验。研究二考察了领导者自我概念对领导行为的影响。 日本企业的日本主管（N=800）作为调查的受访者参加了调查。 研究结果表明：（a）日本上司的集体自我概念越高，越倾向于实施变革型领导，越少实施虐待型领导;（B）日本上司的个人自我概念越高，越倾向于实施虐待型领导。 研究结果表明，领导者自我概念的多层次水平越高，领导行为越恰当。

In the first study, the Japanese version of the level of self-concept scale (LSCS) was constructed, and its scale reliability was examined. The second study examined that the influence of the leader's self-concept on leader behaviors. Japanese supervisors (N=800) in Japanese corporations participated as respondents of the survey. Results of the analysis indicated as follows: (a) The higher Japanese supervisions' collective self-concept was, the more they performed transformational leadership, and the less they conducted abusive supervision; (b) The higher individual level of self-concept was, the more they were apt to perform abusive supervision. Results indicated that the higher multiple levels of leaders' self-concept were, the more appropriately leaders became to act.