Cognitive complexity and selected aspects of leaders' self-reported cognitions

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Herbert Ray Wooten (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site:
Jack I. Bardon

Abstract: The purpose of this study was to assess the relationship between leaders/managers' level of cognitive complexity and (a) their cognitive processing during decision making about hypothetical leadership situations and (b) their self-reported leadership style, flexibility, and effectiveness. Sixty MBA students, 33 men and 27 women, comprised the sample. Participants were administered the Paragraph Completion Method (Hunt, Butler,Noy, & Rosser, 1978) and divided via a median split into two groups: low conceptual level and high conceptual level. Participants were then administered two leadership behavior inventories: Leadership Complexity Assessment (LCA), created by the researcher, and Leader Behavior Analysis II (LBA; Blanchard, Hambelton, Forsyth, & Zigarmi, 1985). On the LCA participants reported influencing factors, range of factors, options, multiple perspectives, and dissenting viewpoints when responding to two situational vignettes. The LBA was used to assess participant's leadership style, flexibility, and effectiveness.

Additional Information

Language: English
Date: 1991
Cognitive styles
Decision making

Email this document to