Introduction: Inconsistent leadership, defined as variability in a leader's actions, decisions, and behaviours, is associated with negative employee outcomes. Most prior research relies on cross-sectional surveys, which limits causal conclusions about these effects.
Purpose: This study aims to experimentally examine how inconsistent leader behaviours influence employee reactions and attitudes compared to unethical and passive leadership styles.
Method: A between-subjects design will be used with 200 participants recruited via Prolific. Participants will read vignettes describing leaders exhibiting unethical, passive, or inconsistent behaviours. Outcomes measured will include confusion, frustration, moral distress, trust, and perceived leadership effectiveness. Data will be analyzed using ANOVA and mediation analyses to assess differences across conditions.
Results: We expect inconsistent leadership to generate higher confusion, frustration, and moral distress, as well as lower trust and perceived leadership effectiveness, compared to other leadership styles.
Conclusions: Findings will enhance understanding of the detrimental consequences of inconsistent leadership and inform interventions aimed at reducing its negative impact in organizational contexts.