The leader effect and behavioral complexity
Published version
Peer-reviewed
Repository URI
Repository DOI
Change log
Authors
Cockerill, Anthony Peter
Abstract
jats:titleAbstract</jats:title>jats:pThis 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.</jats:p>
Description
Keywords
32 Biomedical and Clinical Sciences, 5205 Social and Personality Psychology, 4206 Public Health, 3202 Clinical Sciences, 42 Health Sciences, 52 Psychology, Basic Behavioral and Social Science, Behavioral and Social Science
Journal Title
Journal of Applied Social Psychology
Conference Name
Journal ISSN
0021-9029
1559-1816
1559-1816
Volume Title
51
Publisher
Wiley