Intelligence: A Critical Variable for Leadership Experience

Abstract

The relationship between a leader's intelligence and his performance has been consistently low. However, these disappointing results can be explained by the contingency model (Fiedler, 1967, 1971) which postulates that the leader's effectiveness depends upon his motivational style (LPC) and the favorableness of the leadership situation. The approach in this paper conceptualizes intelligence as the leader's ability to integrate his experience and thus provide him with skills to deal effectively with the technical aspects of tasks and interpersonal relationships. Four successive studies show that leader intelligence and experience interact in determining the leader's power.

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1972
Accession Number
AD0756697

Entities

People

  • Louis S. Csoka

Organizations

  • University of Washington

Tags

Communities of Interest

  • Energy and Power Technologies
  • Weapons Technologies

DTIC Thesaurus Topics

  • Artillery
  • Atmospheres
  • Contracts
  • Job Training
  • Leadership
  • Leadership Training
  • Military Research
  • Motor Skills
  • New York
  • Psychological Phenomena And Processes
  • Psychology
  • Three Dimensional
  • Training
  • United States
  • United States Government
  • Universities

Readers

  • Approximation Theory.
  • Geospatial Intelligence and Artificial Intelligence Analytics
  • Organizational Psychology.