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Cognitive‐Experiential Leadership Model: How Leaders’ Information‐Processing Systems Can Influence Leadership Styles, Influencing Tactics, Conflict Management, and Organizational Outcomes
Author(s) -
Cerni Tom,
Curtis Guy J.,
Colmar Susan H.
Publication year - 2014
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21335
Subject(s) - experiential learning , transformational leadership , psychology , leadership style , transactional leadership , shared leadership , leadership studies , empirical research , constructive , social psychology , knowledge management , pedagogy , epistemology , computer science , process (computing) , philosophy , operating system
The current article provides empirical evidence in support of a new Cognitive‐Experiential Leadership Model. The foundation of the model is based on the integration of the Cognitive‐Experiential Theory ( CET ; Epstein, 2014), a personality‐based theory, and the Full‐Range Leadership Theory ( FRLT ; Bass, 1985). Results show a strong connection between the rational system and constructive elements of the CET ’s experiential system, and transformational leadership and conflict‐handling styles. There is also preliminary evidence that developing leaders’ CET information‐processing systems could increase transformational leadership. Leaders who are high in rational thinking and constructive thinking may also elicit extra effort from their followers, effectively manage conflict, choose effective influencing tactics, and achieve positive organizational outcomes. Implications and future research directions examining the Cognitive‐Experiential Leadership Model are discussed.