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Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. [1] It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors . [ 2 ]
The Cognitive Bias Codex. A cognitive bias is a systematic pattern of deviation from norm or rationality in judgment. [1] Individuals create their own "subjective reality" from their perception of the input. An individual's construction of reality, not the objective input, may dictate their behavior in the world.
Confirmation bias is the tendency to search for, interpret, focus on and remember information in a way that confirms one's preconceptions. [31] There are multiple other cognitive biases which involve or are types of confirmation bias: Backfire effect, a tendency to react to disconfirming evidence by strengthening one's previous beliefs. [32]
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).
The bias can be mitigated by having managers find common ground with the employee, thus priming the manager to see the employee as part of their in-group. [10] Firms can also counter the bias through implicit bias training and by having hiring and promotions be a data and metrics driven process.
A lack of women in leadership can create the perception that female employees have no room to grow, resulting in a higher turnover rate. ... Reducing bias in hiring ... was "definitely" something ...
One of the two main causes of prejudice preventing women from achievement of high-status positions or success is the perception of women when placed in leadership roles. In an article on prejudice towards female leaders, Eagly and Karau (2002) [3] found that women who are leaders are perceived in a less positive manner when compared to male leaders.
Research on attribution biases is founded in attribution theory, which was proposed to explain why and how people create meaning about others' and their own behavior.This theory focuses on identifying how an observer uses information in his/her social environment in order to create a causal explanation for events.