The leader effect and behavioral complexity

Abstract

Abstract: This paper reviews research into the impact that leaders have on performance outcomes and into the identification of behavioral competencies associated with superior leadership effectiveness. The review indicates that around twenty percent of performance outcomes may be attributed to leaders depending on the level of discretion they exercise. Eleven High‐Performance Competencies (H‐PC) are identified that appear associated with the leader effect; several of these H‐PC derive from Behavioral Complexity Theory as developed and explored by Professor Siegfried Streufert and his colleagues.