Impact of Leader’s State of Core Self-Evaluation on Task Complexity: A Quantitative Analysis

This study aims to explore the association between a leader's State of Core Self-Evaluation and the complexity of tasks assigned to them. Previous research on this topic has established a strong foundation for the conceptual framework and hypotheses used in this study. A quantitative approach was employed, utilizing an adapted questionnaire to gather data from 141 organizational leaders holding various positions in the banking sector. Statistical analysis of the data demonstrates that a leader's core self-evaluation is positively linked to task complexity. This implies that when leaders believe they possess the necessary abilities and skills to handle a task, their cognitive skills improve, leading to efficient task completion. Conversely, when leaders perceive a task as complex, they may exhibit avoidance behaviour and refrain from attempting to complete the task. These findings are useful in assessing leaders' performance under different levels of task complexity, particularly in a demanding work environment. Policymakers can also benefit from this research in understanding what triggers leader behaviour when task complexity increases. The results of this study align with previous research, indicating that a leader's State of Core Self-Evaluation and task complexity are crucial considerations in the field of management.