Requests for reprints should be sent to Fred E. Fiedler, Department of Psychology, University of Washington, Seattle, WA 98195.
The Contribution of Cognitive Resources and Leader Behavior to Organizational Performance1
Version of Record online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 16, Issue 6, pages 532–548, September 1986
How to Cite
Fiedler, F. E. (1986), The Contribution of Cognitive Resources and Leader Behavior to Organizational Performance. Journal of Applied Social Psychology, 16: 532–548. doi: 10.1111/j.1559-1816.1986.tb01157.x
This paper was prepared under Contract MDA903-M-3668 with the Army Research Institute for the Behavioral Sciences (Fred E. Fiedler, Principal Investigator). A version of the present paper was presented at the meetings of the American Psychological Association, Toronto, 1984, and the Contractors' Conference of the Army Research Institute at Georgetown University, Washington, September 17–18, 1984. Particular thanks are due to Joseph E. Garcia, Sarah M. Jobs, Cynthia K. Stevens, and Judith Fiedler who read and critiqued several versions of this paper. For cognitive resource theory, see Fiedler and Garcia (1987).
- Issue online: 31 JUL 2006
- Version of Record online: 31 JUL 2006
A recently proposed cognitive resource theory of leadership effectiveness explicates the role of such cognitive variables as intellectual abilities, technical competence, and job-relevant knowledge (experience) in determining group performance. This paper reviews research showing that the leaders' intellectual abilities contribute to performance only when leaders are directive, do not experience stress, have supportive groups, and work on tasks which require intellectual effort.