Leadership Complexity and Development of the leaderplex Model
Abstract
Researchers have considered cognitive, social, and behavioral aspects of leadership, but except for Zaccaro (1996a, 1996b), not all three simultaneously. A comprehensive treatment of all three aspects in one model enhances the understanding of leadership. We review research in the areas of cognitive, social, and behavioral complexity and propose an integrative framework—the Leaderplex Model. We set forth propositions to stimulate integrative, empirical leadership research in such areas as diversity, global organizations, team-based organizations, charisma, and hierarchy.
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To address diversity-related processes, leaders must possess diversity-related competencies, namely cognitive understanding, social perceptiveness, and behavioral flexibility, which help them predict and/or diagnose the team's needs and perform functional leadership behaviors.
“Second, to be able to address these processes, leaders must possess diversity-related competencies (i.e., cognitive understanding, social perceptiveness, and behavioral flexibility), which help them to predict and/or diagnose the team's needs and perform functional leadership behaviors (i.e., diversity-related actions; cf.Hooijberg, Hunt, & Dodge, 1997).”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Hooijberg, Hunt, & Dodge, 1997
Leaders require three diversity-related competencies: cognitive understanding, social perceptiveness, and behavioral flexibility.
“To do so, we propose that leaders require three diversity-related competencies: cognitive understanding, social perceptiveness, and behavioral flexibility (Hooijberg et al., 1997;Zaccaro, Gilbert, Thor, & Mumford, 1991).”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Hooijberg et al., 1997
Cognitive understanding of the possible effects of team diversity helps leaders recognize cues needed to predict whether the diverse team is more likely to show intergroup bias or information elaboration.
“We argue that cognitive understanding of the possible effects of team diversity in teams helps leaders to recognize the cues in the team and environment needed to predict whether the diverse team is more likely to show intergroup bias or information elaboration (Hooijberg et al., 1997;Mumford, Watts, & Partlow, 2015).”
From Leading diversity: Towards a theory of functional leadership in diverse teams. (2020) · cites this paper as Hooijberg et al., 1997
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References 166 · Cited by 339
- Authors
- Hooijberg, R., (Jerry) Hunt, J. G., & Dodge, G. E.
- Affiliations
- Rutgers, The State University of New Jersey (US)
- Texas Tech University
- Texas Tech University (US)
- Corresponding author
- Hooijberg, Robert
- ORCID
- Hooijberg, Robert
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 1997-06
- Volume
- 23
- Issue
- 3
- Pages
- 375-408
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W1951026779
- Cited by
- 339
- References
- 166
- Citations by year
- 2026: 4 · 2025: 6 · 2024: 9 · 2023: 9 · 2022: 15 · 2021: 13 · 2020: 13 · 2019: 28 · 2018: 16 · 2017: 7 · 2016: 18 · 2015: 16 · 2014: 14 · 2013: 20 · 2012: 23
- FWCI
- 23.57
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Management (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Psychology › Clinical Psychology › Ego Development and Educational Practices
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- cognitive complexity, social complexity, behavioral complexity, leadership diversity, international organizations, team-based organizations, charisma, hierarchy
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