The effect of leadership style on the perceived environmental uncertainity and on learning

Abstract

In the research reported here, the perceived environmental uncertainty and the effectiveness of the games as training devices are studied in a simulated environment. To date, the perceived environmental uncertainty construct is believed to be related to the information load and specifity, to the organizational structure, to the individual characteristics and finally to the environment it self. Apart from these variables leadership style -autocracy and democracy- and life cycle stages of the organizations are identified to affect the dynamism and complexity components of the uncertainty construct. Moreover, leadership style has found to have influences on the educational effectiveness of the games. In other words its effects on the democratic group members is observed to be more significant than that on the autocraticaly ruled ones.