DUALISTIC MODEL OF THINKING AND LEADERSHIP PREDISPOSITIONS AMONG EXECUTIVES

Purpose: This paper attempts to identify the relationship between the dualistic cognitive model and the intensity of the leadership quotient and also the link between rationality and leadership predispositions. Design/methodology/approach: The article is based on empirical research using questionnaires to measure the dualistic cognitive model (TRM) and leadership predisposition (LQ), in other words, it is grounded in data obtained from a control research group and statistical analysis. This was possible thanks to a comparative analysis of managers and subordinates in the studied organization. The subject area relates to human resource management and cognitive psychology. Findings: A dualistic cognitive model was found to be related to leadership predisposition and that higher levels of impulsivity were related to the leadership quotient. On this basis, it can be assumed that effective managers have dominant fast thinking, which indicates an important phenomenon in management. Research limitations/implications The research focused on the SME sector, so the results may be specific to this sector and the sample was relatively small and this is a kind of limitation that makes the research conducted exploratory and preliminary. In the future it would be advisable to conduct a longitudinal study and increase the research sample and see how the research would fare in different cultures and organizational environments. Practical implications: The results of the research can also be used to develop recruitment tools that take into account impulsivity as an important factor to assess the potential of managers. On the basis of the findings, a new style of building management teams can be developed in organizations where different thinking styles of managers can complement each other. Companies can take into account the cognitive abilities of managers in their development processes and thus gain a competitive advantage through a more effective management team. Originality/value: The article is the first to make the connection between the dualistic model of thinking and the leadership predisposition of managers. It provides the first research on the correlation of impulsivity, with a high leadership quotient. This in turn shows what kind of people can be better managers and this article is an answer to the question of whether issues related to their cognitive functions translate into leadership predispositions and, consequently, effective management. This provides an important rationale for further analysis in this area.