Leadership in negotiations and the complexity of conceptual structure

Abstract

DYAD NEGOTIATION TEAMS (HOMOGENEOUS IN COMPLEXITY OF CONCEPTUAL STRUCTURE) OF 40 MALE STUDENTS SPENT SEVERAL HOURS ATTEMPTING TO SOLVE A SIMULATED INTERNATIONAL CONFLICT SITUATION. EVERY S REPEATEDLY RATED HIMSELF AND THE OTHER PARTICIPANTS ON STOGDILL'S 10 LEADERSHIP CHARACTERISTICS. THE DYAD MEMBER WITH THE OVERALL HIGHEST RATINGS ON ALL SCALES WAS THE LEADER. THE EFFECT OF SIMPLICITY AND COMPLEXITY OF CONCEPTUAL STRUCTURE ON THE DEGREE TO WHICH LEADERS DISPLAY STOGDILL'S LEADERSHIP CHARACTERISTICS WAS ANALYZED. THE INTERACTION EFFECT FOR COMPLEXITY AND LEADERSHIP CHARACTERISTICS WAS HIGHLY SIGNIFICANT. COMPLEX LEADERS WERE RATED HIGHER ON TOLERANCE FOR UNCERTAINTY, ASSUMPTION OF LEADERSHIP ROLE, CONSIDERATION, AND PREDICTIVE ACCURACY. SIMPLE LEADERS WERE RATED HIGHER ON INITIATION OF STRUCTURE, PRODUCTION EMPHASIS, AND DEMANDS RECONCILIATION. (22 REF.) (PsycInfo Database Record (c) 2025 APA, all rights reserved)