Abstract
President Clinton's leadership has been criticized as being too indecisive, overly flexible, and lacking in a firm commitment to valued goals. Although such characteristics imply an excessively high level of cognitive complexity, the scoring of Clinton's utterances during the 1992 campaign and during the first eight months of his administration reveals that his integrative complexity is generally very low compared to a group of other recent presidents of the U.S. Unlike most, he showed no increase in complexity after his election. This pattern, reflecting faulty cognitive management of resources applied to problem solving, is similar to those of unsuccessful presidents (Nixon, Carter, Harding, and Hoover) and failed (as opposed to successful) revolutionary leaders. The possible sources, meanings, and implications of this finding are discussed.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
