Psychological research on the developmental metamorphosis of leader identity

本研究首先编制了日文版自我概念水平量表，并对其信度进行了检验。第二项研究考察了领导者自我概念对领导者行为的影响。日本企业的日本主管（N=800）作为调查对象参与了调查。分析结果表明：(a)日本管理者集体自我概念越高，越倾向于变革型领导，越不倾向于滥用型领导；(b)个体自我概念水平越高，越倾向于实施虐待性监督。结果表明，领导者自我概念的多层次越高，领导者的行为就越恰当。

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.