Mark van Vugt CV (updated 2019)
Mark van Vugt is Professor of Evolutionary Psychology, Work and Organizational Psychology
at the Vrije Universiteit Amsterdam, the Netherlands.He is also Research Associate at the Department
for Politics and International Relations, University of Oxford, UK.
His expertise is in evolutionary perspectives on human social behavior
and in applications of evolutionary psychology to fields such as leadership, business and management,
economics, sustainability, health, politics, war and peace.
Mark van Vugt is Professor of Evolutionary Psychology,
Dual Model of Leadership and Hierarchy: Evolutionary Synthesis
Van Vugt, M., & Smith, J. E. (2019). A Dual Model of Leadership and Hierarchy: Evolutionary Synthesis. Trends in cognitive sciences
It’s not just what is said but when it's said: A tenporal account of verbal behaviors and emergent leadership in self-managing teams
The Napoleon Complex: When shorter men take more
Knapen, J. E., Blaker, N. M., & Van Vugt, M. (2018). The Napoleon complex: When shorter men take more. Psychological Science, 1-11. DOI: 10.1177/0956797618760196
In the eye of the beholder? An eye-tracking experiment on emergent
Integrating evolutionary signaling theory with a social attention approach, we argue that individuals possess a fast, automated mechanism for detecting leadership signals in fellow humans that is reﬂected in higher visual attention toward emergent leaders compared to non-leaders. To test this notion, we ﬁrst videotaped meetings of project teams and collected leadership ratings for the team members from three rating sources. Second, we provided 18 naïve observers with 42 brief, muted video clips of the team meetings and analyzed their eye gazing patterns. Observers gazed at emergent leaders more often, and for an average longer duration, than at non-leaders. Gender eﬀects occurred such that male emergent leaders received a higher number of ﬁxations than female emergent leaders. Non-verbal behavior analysis indicated that emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders. We discuss theoretical and methodological directions for emergent leadership research in teams.