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Contentious Leaders Causing Divisions Among Employees

Accoladed at times, yet also reproached at others

Contentious Leadership: Stirring Debate Over Management Style, Causing Employee Dissension
Contentious Leadership: Stirring Debate Over Management Style, Causing Employee Dissension

Contentious Leaders Causing Divisions Among Employees

In a groundbreaking study published in the Journal of Personality and Social Psychology, social psychologist Daniel Ames and Christine Nguyen from Columbia University have delved into the role of personal worldviews in shaping perceptions of leaders, particularly those with antagonistic traits.

The comprehensive study, which involved over 2,000 participants, explored various scenarios including hypothetical managers, real-life CEOs like Tim Cook (Apple) and Mary Barra (General Motors), and fictional work environments with tough superiors.

The research findings suggest that competitive individuals tend to attribute the behaviour of antagonistic bosses to their professional success and are less likely to leave such positions. On the contrary, those with a cooperative worldview often find such leaders repulsive, ineffective, or naive.

The study sheds new light on the psychology of power and leadership, potentially impacting the selection and evaluation of leaders in various industries. It also highlights how personal beliefs and cultural norms can lead to variance in support for aggressive leaders.

For instance, those who view the world as a competitive jungle may find aggressive and tough leaders competent and assertive, while those who see the world as a cooperative and benevolent place tend to perceive friendly and nurturing behaviour as a sign of leadership strength.

Future studies could extend this phenomenon to other social and cultural contexts, such as people's views of politicians, providing a broader understanding of how personal worldviews shape our perceptions of leadership.

Education in the field of psychology and science could benefit from this study, as it delves into the impact of personal worldviews on perceptions of leaders. This understanding could be used in health-and-wellness programs to guide therapies-and-treatments for individuals who struggle with working under antagonistic leaders, given the varying perceptions and responses based on worldviews.

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