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Cognitive-Experiential Leadership Model: How Leaders’ Information-Processing Systems Can Influence Leadership Styles, Influencing Tactics, Conflict Management, and Organizational Outcomes

Cerni, T., Curtis, G.J. and Colmar, S.H. (2015) Cognitive-Experiential Leadership Model: How Leaders’ Information-Processing Systems Can Influence Leadership Styles, Influencing Tactics, Conflict Management, and Organizational Outcomes. Journal of Leadership Studies, 8 (3). pp. 26-39.

Link to Published Version: http://dx.doi.org/10.1002/jls.21335
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Abstract

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.

Publication Type: Journal Article
Murdoch Affiliation: School of Psychology and Exercise Science
Publisher: Wiley
Copyright: University of Phoenix
Notes: First published online 23 January 2015
URI: http://researchrepository.murdoch.edu.au/id/eprint/27321
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