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These assumptions, termed implicit leadership theories or leader prototypes, guide an individual's perceptions and responses to leaders. [ 1 ] [ 2 ] The term implicit is used because they are not outwardly stated and the term theory is used because it involves the generalization of past experiences to new experiences. [ 1 ]
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.
“Implicit bias contributes to the problem of racism, but racism is bigger than just implicit bias,” says Tatum. Implicit bias is the subliminal prejudice that can lead to racism.
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.
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.
The nation in which leadership takes place may also affect men’s and women’s leadership behaviors, although the effect of nationality has been stronger than the effect of gender in multiple studies. [131] [132] Scholars acknowledge more research is needed on cross-cultural leadership. [120] [119] [133]