Psychology of Leaders and Leadership, Vol 29(1), May 2026, 80-104; doi:10.1037/mgr0000179
The aim of the present article is to explore and conceptualize an as yet underdeveloped aspect of leadership theory. Using a qualitative interview study with 30 leadership professionals, we analyze their conceptions of forms, evaluation, and consequences of inconsistent leadership. Participants’ responses indicate that inconsistent leadership is a multifaceted phenomenon. It is based on the perceived discrepancy between current leader behavior and prior behavior or personality of the leader, behavior toward other behavioral targets, or existing behavioral norms/expectations. Overall, inconsistent leadership is evaluated negatively. It is most frequently associated with negative consequences for the emotions, motivation, cognitions, and behavior of followers. Our results can serve as a foundation to further develop the concept and for future research examining the phenomenon of inconsistent leadership. (PsycInfo Database Record (c) 2026 APA, all rights reserved)