Leadership theory in industrial and organizational psychology
Cognitive resource theory (CRT) is a leadership theory of industrial and organisational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualisation of the Fiedler contingency model.[1] The theory focuses on the influence of the leader's intelligence and experience on their reaction to stress.
The essence of the theory is that stress is the enemy of rationality, damaging leaders' ability to think logically and analytically. However, the leader's experience and intelligence can lessen the influence of stress on his or her actions: intelligence is the main factor in low-stress situations, while experience counts for more during high-stress moments.
Originating from studies into military leadership style, CRT can also be applied to other contexts such as the relationship between stress and ability in sport. The theory proposes the style of leadership required in certain situations, depending on the degree of stress, situational control and task structure. Training should focus on stress management so that a leader's intellect can be most effectively utilised and also to train leaders to take a directive approach when their knowledge will benefit the group but a less directive approach when group member abilities will contribute to performance.[citation needed]
^Fiedler, F. E.; Garcia, J. E. (1987). New approaches to leadership : Cognitive resources and organizational performance. New York, NY: Wiley. ISBN 0471874566.
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