Implicit leadership, the unspoken and often unconscious understanding of leadership roles and expectations, has profound implications for decision-making within organisations. This exploration aims to expose the underlying principles of implicit leadership, drawing from a rich body of research to illuminate the ways in which this concept shapes organisational behaviours and outcomes.
As we navigate the organisational landscape, we are guided by a range of implicit beliefs and assumptions. These are not just about our own roles and responsibilities, but also about those of our leaders. These implicit leadership theories (ILTs) shape our interactions with leaders and colour our perceptions of their effectiveness.
ILTs are built from our personal experiences, cultural background, and societal norms. They serve as a mental template against which we measure the behaviours and characteristics of our leaders. When a leader’s actions align with our ILTs, we perceive them as effective. Conversely, when a leader’s behaviours deviate from these implicit expectations, we may view them as less competent or even unfit for their role.
This perception influences our willingness to follow and support our leaders, impacting team cohesion and organisational performance. Understanding this dynamic is crucial for decision-makers, as it highlights the importance of aligning leadership behaviours with the implicit expectations of their team.
Furthermore, ILTs are not static, but rather, are dynamic constructs that evolve over time. This means that decision-makers can influence and shape the ILTs of their team members, creating an environment that supports effective leadership and promotes organisational success.
However, reshaping ILTs is no easy task. It requires a deep understanding of the existing ILTs within the team, as well as the ability to communicate and model new behaviours that align with these implicit expectations. This is where decision-makers can leverage their understanding of organisational behaviours and dynamics to influence ILTs and drive positive change within their teams.
In conclusion, implicit leadership is a powerful force that shapes our perceptions and interactions within organisations. By understanding and leveraging ILTs, decision-makers can foster an environment that supports effective leadership and promotes organisational success. The key is to recognise the dynamic nature of these implicit theories and to continually adapt and evolve to meet the changing expectations of their team.
References:
Epitropaki, O., & Martin, R. (2004). Implicit Leadership Theories in Applied Settings: Factor Structure, Generalizability, and Stability Over Time. Journal of Applied Psychology, 89(2), 293–310.
Hanges, P. J., Lord, R. G., & Dickson, M. W. (2000). An information processing perspective on leadership and culture: A case for connectionist architecture. Applied Psychology, 49(1), 133–161.
