Humans are influenced by implicit biases in their day-to-day behavior. Particularly when it comes to the hiring process in organizations, implicit bias can play a strong role in deciding who to interview, who to hire and who to fire. This strongly influences organizational outcomes.
This CQ Dossier describes the key components of implicit leadership theory. The dossier draws on research by Robert Lord and his colleagues to show how the assumptions that followers hold regarding what constitutes an effective leader can influence performance ratings.
