Cognitive Resource Theory
Cognitive Resource Theory
Cognitive Resource Theory
The Cognitive resource theory is mainly based on 4 factors i.e. intelligence, stress,
experience, and task-knowledge.
Details of these are mentioned below:
1. Intelligence and directive approach
A leader’s intelligence can only be effective when he/she has a directive approach or
command on the team. A leader makes a plan to achieve objectives and for successful
implementation of these plans, he/she needs to give directions to the team i.e. what is to be done
instead of just assuming that they will agree upon. So in this way, a leader should have better
decision-making and planning skills.
Leaders sometimes have to choose a non-directive approach in leadership i.e. when their team
can do better than them like selecting and implementing the best idea in an open platform by
inviting ideas from the team.
2. Stress affects
Stress has a direct effect on the intelligence and decision-making capability of a leader.
When the stress level is low then intelligence has a great impact. In the case of high-stress
intelligence has the least and moreover negative impact. It may be due to the hindrance of
rationality in the decisions of a leader.
3. Experience factor
The theory says that the experience of a leader improves the quality of decisions taken by
him/her in situations when stress is high.
In the case of high-stress situations, having the experience to handle similar situations, the leader
can win over the situation without going deeply into it even intelligence level is not that much.
So better decisions can be made under high stress with the experience of the leader rather than
just rely upon intelligence.
4. Task-knowledge
Tasks or activities that are quite simple don’t require both intelligence and experience.
Sometimes the team is efficient enough to handle tasks assigned to them without any direction or
support. In that case, the decision-making capability of the leader is not required as a team
themselves can easily make decisions without any additional support.
The above illustration shows the Cognitive resource leadership approach of a leader of
the HR department in an organization. For the effective performance of the team, the HR Head
as a leader should have both intelligence and directive. For example, he/she will be able to use
intelligence in drafting HR strategies and policies beneficial to employees and the organization.
Moreover, by providing clear directions, guidance, and instructions to his/her team; he/she can
ensure effective communication and support the team in implementing HR policies, strategies.
Through intelligence and experience, the HR Head can cope up with different stress levels.
Like in high stress when there is a sudden shut down due to a union strike, the previous
experience of HR head helps handle similar situations as compare to intelligence which is less
effective in such kind of high-stress situations. Similarly, in low stress like drafting HR policy as
a matter of disciplinary issue, the intelligence is more effective i.e. what disciplinary action to be
taken and incorporated in the policy matter as per organization’s policy and work culture rather
than experience which has minimal effect.
HR Head doesn’t require his/her intelligence and experience if subordinates are well
experienced in handling tasks. For example, a recruiter in the HR team who is well versed with
using hiring tools like job portals, social networking sites, and other hiring tools then he/she
doesn’t require any support in how to use it.
VI. Criticism
There are different points on which Cognitive Resource theory of leadership can be
criticized like:
The theory is criticized due to the inaccuracy in using factor i.e. intelligence. It has ignored
different intelligence types based on creativity, emotional intelligence, etc.
The theory didn’t define positive, negative stress types and their impact on different leaders and
leadership styles separately. A leader can be strong or weak based on different situations. In one
situation he/she can demonstrate effective leadership, and, in another situation, his/her leadership
style fails to improve performance.
The theory states the qualitative aspect of stress and there is no arrangement of the quantitative
aspect of measuring stress. A well-designed quantified scale to measure stress is missing.
This theory couldn’t specify a different type of task and resources needed for task attainment.
VII. Significance
IX. Conclusion
Though there are different criticisms of Cognitive Resource theory as stated above, still it
holds its prominent position in defining leadership in leadership theories. To summarize, leaders
contribute to the performance of the organization through his/her intelligence and intellectual
abilities in favorable conditions that are stress-free, cooperation from the team, high intelligence
level activities. For this, they also need to be directive in their leadership approach. The main
philosophy of theory is that intelligence deals better with low-stress situations and experiences
produce best results in high-stress situations. So, both have significance according to stress type.
Still, it requires more research and modifications based on different intelligence types, stress
levels, and according to different situations. The theory provided a base for the discovery of
next-level leadership theories.