Research on the Theory of Belief-based Leadership ©

The The Theory of Belief-based Leadership © was developed over the last three decades through research and experience gained as a psychologist and leadership coach. Extensive research in the field of psychology has shown that changing what a person believes can enable them to change what they feel and how they act. Popular business literature readily reveals what many accomplished and published leaders believe. Observation of highly successful leaders reveals how they intuitively work with beliefs to more successfully achieve organizational objectives. Yet little scientific research has been conducted to directly assess the impact of the beliefs held by leaders. 

Some of the many hypotheses generated by the Theory of Belief-based Leadership © that enable researchers to more fully assess the impact of implementing its five principles are set out below:

Leaders who actively implement The Five Principles of Leading with Belief

  • More consistently achieve targeted results

  • Execute organizational change initiatives more quickly

  • Receive higher credibility ratings from their employees

  • Develop organizational cultures that employees can better articulate

  • Have lower levels of employee turnover, and

  • Have higher acceptance levels when managing across cultures

Employees who work for leaders who actively implement The Five Principles of Leading with Belief report higher levels of

  • Confidence in leadership

  • Commitment to a vision

  • Engagement

  • Morale

  • Work satisfaction, and

  • Desire to stay with the organization

Leaders who demonstrate belief in themselves

  • More quickly make important decisions

  • More quickly take essential actions

  • Have higher levels of credibility in the eyes of those they lead

  • Have employees who report higher levels of commitment to organizational initiatives, and

  • Are more likely to be promoted

When the beliefs underlying desired new behaviours are directly targeted

  • Leadership development occurs more quickly

  • Leaders are more likely to put training into practice

  • Learning from developmental assignments is more likely to generalize to new situations

  • Coaching is more likely to achieve its objectives