Conceptualizing the relationship between self-monitoring and leader emergence as a process suggests that high self-monitors are able to evaluate cognitively their situations to determine the behaviors necessary to emerge as leaders Having identified these behaviors, the individuals may act in a way that could lead others to perceive them as leaders. To test this, two studies were conducted. The first study used self-report data on self-monitoring and leader emergence obtained from 120 undergraduate business students. Analyses indicated that high self-monitors were more likely to report a propensity to emerge in leadership roles when in group situations. The second study extended the investigation by evaluating the perceptions of all group members concerning who emerged as the leader in group activities. Data on self-monitoring and both self and other perceptions of leader emergence were gathered from 116 undergraduate business students. Results of this study support the findings of Study 1 on self-perceptions but suggest that self-monitoring may not be directly related to actual perceptions of leadership by others. These findings provide additional understanding of the previously established relationship between self-monitoring and leader emergence as perceived by others.