The Ambiguity Tolerance Interface: A Modified Social Cognitive Model For Leading Under Uncertainty
This paper proposes a modification of McCormick's (2001) self-regulatory leadership confidence model by including an intervening variable referred to as the Ambiguity Tolerance Interface (ATI). After a review of theoretical approaches relevant to developing a framework of leadership at the inte...
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| Veröffentlicht in: | Journal of leadership & organizational studies 2004-12, Vol.10 (3), p.69-81 |
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| container_title | Journal of leadership & organizational studies |
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| creator | Lane, Michael S. Klenke, Karin |
| description | This paper proposes a modification of McCormick's (2001) self-regulatory leadership confidence model by including an intervening variable referred to as the Ambiguity Tolerance Interface (ATI). After a review of theoretical approaches relevant to developing a framework of leadership at the interface of tolerance of ambiguity and uncertainty, we introduce the ambiguity tolerance interface (ATI) and discuss a number of variables we identified as focal constructs that comprise the proposed ATI cluster. These variables include ambiguity tolerance, spirituality, creativity, aesthetic judgment and mindfulness. The paper concludes with a discussion of instruments that can be used to operationalize the variables of interest and the implications of ATI for leadership theory and praxis. Finally, we refocused existing research to address the influence of uncertainty on leaders in the dynamic global environment. |
| doi_str_mv | 10.1177/107179190401000306 |
| format | Article |
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After a review of theoretical approaches relevant to developing a framework of leadership at the interface of tolerance of ambiguity and uncertainty, we introduce the ambiguity tolerance interface (ATI) and discuss a number of variables we identified as focal constructs that comprise the proposed ATI cluster. These variables include ambiguity tolerance, spirituality, creativity, aesthetic judgment and mindfulness. The paper concludes with a discussion of instruments that can be used to operationalize the variables of interest and the implications of ATI for leadership theory and praxis. 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Finally, we refocused existing research to address the influence of uncertainty on leaders in the dynamic global environment.</description><subject>Ambiguity</subject><subject>Ambiguity (Context)</subject><subject>Beliefs</subject><subject>Cognition & reasoning</subject><subject>Cognitive models</subject><subject>Company business management</subject><subject>Creativity</subject><subject>Entrepreneurs</subject><subject>Epistemology</subject><subject>Goal Orientation</subject><subject>Information overload</subject><subject>Information processing</subject><subject>Intervening variables</subject><subject>Knowledge management</subject><subject>Leaders</subject><subject>Leadership</subject><subject>Leadership Effectiveness</subject><subject>Management</subject><subject>Managerial skills</subject><subject>Methods</subject><subject>Praxis</subject><subject>Predictor Variables</subject><subject>Resistance (Psychology)</subject><subject>Self Efficacy</subject><subject>Social Psychology</subject><subject>Social Theories</subject><subject>Uncertainty</subject><subject>Variables</subject><issn>1071-7919</issn><issn>1548-0518</issn><issn>1939-7089</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2004</creationdate><recordtype>article</recordtype><sourceid>8G5</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNqN0kFrHCEYBuChtNA07R_oSXrrYRJ1dNTelqVJF7bNIZuzOM7n1DCrqbqh--_rsqWwdClFUNHn_USxad4TfEWIENcECyIUUZhhgjHucP-iuSCqU63AUr2s8wrag3jdvMn5sZqeEHbRDJvvgBbbwU87X_ZoE2dIJlhAq1AgOWPhE1qgr3H0zsOI7qP1ZkbLOAVf_DMcdmBGNzGhNZjRhwk9hBFS7S2kYnwo-7fNK2fmDO9-j5fNw83nzfJLu767XS0X69Z2jPYtF5KBU9JIwUdQYrSSKuCcwtCr3kgrBBl6wnnvnKCMKIoHTpmRDLOeDaa7bD4c6z6l-GMHuejHuEuhHqkp7kgnKeMVtUc0mRm0Dy6WZOwEoV57jgGcr8sLQrhkrMNd9VdnfG0jbL09G_h4EqimwM8ymV3OenX_7b-tvF2f2vactXGeYQJdX3J5d-rp0dsUc07g9FPyW5P2mmB9-DP67z9TQ9fHUDa15p_n-0fiF3R9uxU</recordid><startdate>20041222</startdate><enddate>20041222</enddate><creator>Lane, Michael S.</creator><creator>Klenke, Karin</creator><general>SAGE Publications</general><general>Sage Publications, Inc</general><general>Sage Publications Ltd</general><scope>AAYXX</scope><scope>CITATION</scope><scope>8GL</scope><scope>ISN</scope><scope>0-V</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88B</scope><scope>8FK</scope><scope>8FL</scope><scope>8G5</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>CJNVE</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M0P</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PADUT</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEDU</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PSYQQ</scope><scope>PYYUZ</scope><scope>Q9U</scope><scope>S0X</scope></search><sort><creationdate>20041222</creationdate><title>The Ambiguity Tolerance Interface: A Modified Social Cognitive Model For Leading Under Uncertainty</title><author>Lane, Michael S. ; 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| subjects | Ambiguity Ambiguity (Context) Beliefs Cognition & reasoning Cognitive models Company business management Creativity Entrepreneurs Epistemology Goal Orientation Information overload Information processing Intervening variables Knowledge management Leaders Leadership Leadership Effectiveness Management Managerial skills Methods Praxis Predictor Variables Resistance (Psychology) Self Efficacy Social Psychology Social Theories Uncertainty Variables |
| title | The Ambiguity Tolerance Interface: A Modified Social Cognitive Model For Leading Under Uncertainty |
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