Effects of Leader Persistence and Environmental Complexity on Leadership Perceptions: Do Implicit Beliefs Discourage Adaptation to Complex Environments?

In: Group & organization studies, Band 10, Heft 1, S. 19-36

Abstract

The effects of managerial persistence with one course of action and environmental complexity on leadership perceptions were explored. Persistent leaders were evaluated more highly and attributed more leadership and responsibility than nonpersistent leaders, regardless of the level of environmental complexity. The results suggest that implicit beliefs about effective leader behavior may not vary across situations, thereby discouraging variety in leader behavior critical for performance in complex environments.