The leader effect and behavioral complexity.

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 dependi...

Descripción completa

Detalles Bibliográficos
Publicado en:Journal of Applied Social Psychology Vol. 51; no. 12; pp. 1132 - 1145
Formato: Artículo
Publicado: Wiley-Blackwell Dec2021
Materias:
Acceso en línea:Ver este registro en EBSCOhost
fields @attributes:
  recordID: 1
pdfLink:
plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=154046196&site=ehost-live
header:
  @attributes:
    shortDbName: ssf
    uiTerm: 154046196
    longDbName: Social Sciences Full Text (H.W. Wilson)
    uiTag: AN
  controlInfo:
    bkinfo:
    jinfo:
      jid:
        00219029
        JAV
      jtl: Journal of Applied Social Psychology
      issn: 00219029
      maglogo: Y
    pubinfo:
      dt: Dec2021
      vid: 51
      iid: 12
      pid: 480
      pub: Wiley-Blackwell
    artinfo:
      ui:
        154046196
        10.1111/jasp.12768
      ppf: 1132
      ppct: 13
      formats:
      tig:
        atl: The leader effect and behavioral complexity.
      aug:
      su:
        Behavioral sciences
        Performance
        Leadership
        Leaders
        Professional competence
        Biocomplexity
      sug:
        subj:
          Behavioral sciences
          Performance
          Leadership
          Leaders
          Professional competence
          Biocomplexity
      ab: 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.
      pubtype: Academic Journal
      doctype: Article
      src: R
    language: English
    refInfo:
    copyright:
      @attributes:
        flag: N
    holdings:
      @attributes:
        islocal: N