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Cognitive Differentiation and Organizational Influence Tactics: Findings and Implications for Leaders as Agents of Influence.

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Title: Cognitive Differentiation and Organizational Influence Tactics: Findings and Implications for Leaders as Agents of Influence.
Language: English
Authors: Crawford, C. B., Strohkirch, C. Sue
Peer Reviewed: N
Page Count: 12
Publication Date: 1998
Document Type: Reports - Research
Speeches/Meeting Papers
Descriptors: Cognitive Mapping, Cognitive Structures, Communication Research, Higher Education, Influences, Leadership, Organizations (Groups), Questionnaires, Student Reaction, Student Surveys, Teacher Student Relationship
Abstract: A study examined the relationships between cognitive differentiation and three methods of influence. A brief summary of cognitive differentiation examined the historical formulation, the organizational applications, and the measures and methods involved. Similarly, a review of organizational influence summarized the importance of influence as well as the organizational and leadership applications of influence. Subjects for the study were 238 students attending a mid-sized midwestern university who were selected from a wide range of liberal arts classes. Subjects completed the Role Category Questionnaire. Results indicated that the relationship between cognitive differentiation and influence was positive for team influence behaviors and charismatic influence behaviors. Findings suggest that differentiated individuals did not use more reward/punishment/manipulation influence behaviors than did less differentiated subjects. (Includes 2 tables of data; contains 18 references.) (Author/CR)
Entry Date: 1998
Accession Number: ED418451
Database: ERIC
FullText Text:
  Availability: 0
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  – Url: https://eric.ed.gov/contentdelivery/servlet/ERICServlet?accno=ED418451
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  Data: Cognitive Differentiation and Organizational Influence Tactics: Findings and Implications for Leaders as Agents of Influence.
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  Data: <searchLink fieldCode="AR" term="%22Crawford%2C+C%2E+B%2E%22">Crawford, C. B.</searchLink><br /><searchLink fieldCode="AR" term="%22Strohkirch%2C+C%2E+Sue%22">Strohkirch, C. Sue</searchLink>
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  Data: N
– Name: Pages
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  Data: 12
– Name: DatePubCY
  Label: Publication Date
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  Data: 1998
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  Data: Reports - Research<br />Speeches/Meeting Papers
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  Data: <searchLink fieldCode="DE" term="%22Cognitive+Mapping%22">Cognitive Mapping</searchLink><br /><searchLink fieldCode="DE" term="%22Cognitive+Structures%22">Cognitive Structures</searchLink><br /><searchLink fieldCode="DE" term="%22Communication+Research%22">Communication Research</searchLink><br /><searchLink fieldCode="DE" term="%22Higher+Education%22">Higher Education</searchLink><br /><searchLink fieldCode="DE" term="%22Influences%22">Influences</searchLink><br /><searchLink fieldCode="DE" term="%22Leadership%22">Leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Organizations+%28Groups%29%22">Organizations (Groups)</searchLink><br /><searchLink fieldCode="DE" term="%22Questionnaires%22">Questionnaires</searchLink><br /><searchLink fieldCode="DE" term="%22Student+Reaction%22">Student Reaction</searchLink><br /><searchLink fieldCode="DE" term="%22Student+Surveys%22">Student Surveys</searchLink><br /><searchLink fieldCode="DE" term="%22Teacher+Student+Relationship%22">Teacher Student Relationship</searchLink>
– Name: Abstract
  Label: Abstract
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  Data: A study examined the relationships between cognitive differentiation and three methods of influence. A brief summary of cognitive differentiation examined the historical formulation, the organizational applications, and the measures and methods involved. Similarly, a review of organizational influence summarized the importance of influence as well as the organizational and leadership applications of influence. Subjects for the study were 238 students attending a mid-sized midwestern university who were selected from a wide range of liberal arts classes. Subjects completed the Role Category Questionnaire. Results indicated that the relationship between cognitive differentiation and influence was positive for team influence behaviors and charismatic influence behaviors. Findings suggest that differentiated individuals did not use more reward/punishment/manipulation influence behaviors than did less differentiated subjects. (Includes 2 tables of data; contains 18 references.) (Author/CR)
– Name: DateEntry
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  Data: 1998
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  Data: ED418451
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RecordInfo BibRecord:
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    Languages:
      – Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 12
    Subjects:
      – SubjectFull: Cognitive Mapping
        Type: general
      – SubjectFull: Cognitive Structures
        Type: general
      – SubjectFull: Communication Research
        Type: general
      – SubjectFull: Higher Education
        Type: general
      – SubjectFull: Influences
        Type: general
      – SubjectFull: Leadership
        Type: general
      – SubjectFull: Organizations (Groups)
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      – SubjectFull: Questionnaires
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      – SubjectFull: Student Reaction
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      – SubjectFull: Student Surveys
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      – SubjectFull: Teacher Student Relationship
        Type: general
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      – TitleFull: Cognitive Differentiation and Organizational Influence Tactics: Findings and Implications for Leaders as Agents of Influence.
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            NameFull: Crawford, C. B.
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            NameFull: Strohkirch, C. Sue
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          Dates:
            – D: 01
              M: 04
              Type: published
              Y: 1998
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