ABSTRACT
Robert Lord's views were developed over a period of fifteen years during which he and his colleagues conducted a number of studies culminating in several theoretical articles and later still, a book. The version of the Leadership and Information Processing theory presented in this book is given primary attention here simply because it is more comprehensive than are the articles. However, the path followed in getting to leadership and information processing: linking perceptions and performance is outlined in order to provide insight into the sources of comprehensive presentation of the theory. A problem arises, however, with the finding that individual differences are related to the implicit theories held by followers. This problem is compounded by the finding that the cultures of the United States and Japan produce different implicit theories of leadership. It is never entirely clear whether Lord and Maher are using catastrophe theory as a vehicle for depicting their ideas or as a means of theory generation.
