ABSTRACT
The intelligence-based approach to leadership has not been a strikingly successful one. On the one hand, intelligence as conventionally measured seems to have some predictive value. On the other hand, its predictive value is not terribly high (see Sternberg, et al. 2000). The predictive value of intelligence for leadership also may vary across situations. Fiedler and Link (1994), for example, have suggested that intelligence predicts leadership success under conditions of low stress but not under conditions of high stress, where experience becomes more important.
