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Cognitive resource theory : ウィキペディア英語版
Cognitive resource theory
The cognitive resource theory is a leadership theory of industrial and organizational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualization of the Fiedler contingency model.
The theory focuses on the influence of the leader's intelligence and experience on his or her 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, whilst experience counts for more during high-stress moments.
==Background: The Contingency Model==

Research into leadership performance and effectiveness of training programmes found no effect of years of experience on performance. To understand the effect of different leaders on performance in an organisation, Fielder developed the Contingency Model. The model highlights the importance of leadership style and the degree to which this is matched to the situation. Contrast between task-orientated leaders and relationship-orientated leaders judged by the Least Preferred Coworker Scale (LPC). Either leadership style can be effective depending on the situation so no ideal leader is theorised but performance can be improved by altering the situation to meet the style of leadership. The second factor of the theory is how well the leader can control the group and ensure their instructions are carried out. However this theory was criticised for its lack of flexibility and over the accuracy of the LPC scale. Fiedler then went on to develop the Cognitive Ressource Theory (CRT) which takes into account the personality of the leader, degree of situational stress and group-leader relations.

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