The Ambiguity Tolerance Interface: A Modified Social Cognitive Model For Leading Under Uncertainty

Abstract

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.

Ethical Mindsets: An Australian Study

“…This model builds on McCormick's (2001) selfregulatory leadership confidence model, concentrating on the variables ambiguity tolerance, spirituality, creativity, aesthetic judgment and mindfulness, and Lane and Klenke's (2004) ideas about aesthetic judgment and spirituality. It is also similar to the relationship between spirituality and business success identified by Ashar and Lane-Maher (2004).…”

“…A way forward may be to heed the calls of scholars, such as McDonald (2000McDonald ( , 2004, Lane and Klenke (2004), Ashar and Lane-Maher (2004), Ghoshal (2005) and Cowton (2009) for the development of theoretical perspectives that help to ground organizational planning, policies and procedures in ethics, highlighting the necessity of ethics even in undergraduate and graduate business educa-and mindfulness) that help to explain the influence of uncertainty in the business world. Ashar and LaneMaher (2004) argue that spirituality and the notion of success are associated in the business world and need to be explored further.…”

“…These calls are not only coming from academic circles (e.g. Cowton, 2009;Ghoshal, 2005;Lane and Klenke, 2004) but also from practitioners, heads of state, and international organizations. However, researching ethics within the boundaries established in the literature are not necessarily helpful in meeting these demands.…”

Untitled

“…Ambiguity as a leadership construct was introduced by Lane and Klenke [6] in the context of corporate leadership in an age of information overload during periods of uncertainty. Lane and Klenke proposed that although ambiguity has been linked to leadership theory, a robust evolution of ambiguity into larger leadership frameworks has yet to occur.…”

Views of CEOs on Firm Performance

“…Strategic myopia refers to a limited responsiveness to changes outside the manager's predominant mental model (Day & Nedungadi, 1994). It is often the key reason for business failure of a firm (Lane & Klenke, 2004). This provides yet another reason why managerial perception and managerial mental models require more systematic study; in particular from the perspective of performance and the factors driving managerial opinions and views.…”