Research from Columbia University suggests that individuals who see the world as a competitive environment are more likely to perceive aggressive leaders as competent and effective. The study, published in the Journal of Personality and Social Psychology, challenges the idea that perceptions of antagonism and leadership ability are consistent across all people and contexts.
Why Aggressive Leadership Thrives in the Eyes of Some Individuals
Background
Researchers C. Q. Nguyen and D. R. Ames argued that there is a discrepancy in current theories related to leadership, motivation, and relationships. Some theories suggest that antagonism might be viewed negatively in relation to competence and leadership. Others might imply a different connection. The researchers argue that this relationship is not universal.
They then proposed that a competitive worldview or CWV acts as a filter. People with a high CWV tend to view the social world as a cutthroat or competitive landscape. This means success often requires unsparing or aggressive tactics and strategies. Those with low CWV, in contrast, tend to perceive the same social world as more cooperative and benign.
Nevertheless, to test this assumption, the researchers conducted seven studies involving over 2000 participants. These studies utilized surveys, hypothetical leadership scenarios, and evaluations of real-world chief executive officers and other business leaders. Participants rated the leaders who displayed behaviors such as bluntness, intimidation, or dominance.
Findings
The studies found that individuals with a high CWV tend to have more positive views of the competence and leadership abilities of antagonistic people compared to those with a low CWV. This is a key finding. It fundamentally suggests that antagonism is not universally or generally viewed negatively because it depends on the worldview of the observer.
Specifically, based on rating real-world business leaders who demonstrated behaviors such as bluntness, intimidation, or dominance, results revealed that individuals with a high competitive worldview associated these aggressive traits with competence and success, while low competitive worldview individuals viewed them as indicators of poor leadership.
The participants were also asked to assess successful business leaders like Tim Cook of Apple and Mary Barra of General Motors. Those with a high CWV often attribute the success of these leaders to aggressive or confrontational methods. This was despite not mentioning such traits. This suggests that CWV shapes how people interpret leadership achievements.
Implications
The study has significant workplace implications. Individuals with high CWV reported greater motivation and satisfaction under antagonistic managers. They were also more likely to remain with such leaders. These preferences may lead aggressive managers to surround themselves with supportive employees who reinforce their leadership style.
Note that the findings also provide insight into how folk theories or the personal and unstated beliefs of individuals toward their social world influence interpersonal judgments. The researchers argue that social perception is not fixed but filtered through personal beliefs about competition and cooperation. Different perceptions are also interconnected across people.
The study underscored important limitations. The specific studies used online samples primarily from the United States. This limits global generalizability. The study also focused on survey data and did not include direct behavioral observation. The context was also restricted to workplace settings and did not extend to other domains like politics or education.
FURTHER READING AND REFERENCE
- Nguyen, C. Q. and Ames, D. R. 2025. “Savvy or Savage? How Worldviews Shape Appraisals of Antagonistic Leaders.” Journal of Personality and Social Psychology. DOI: 1037/pspa0000456