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

Abstract

This paper examines the relationships between cognitive differentiation and three different 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 summarizes the important of influence as well as the organizational and leadership applications of influence. Subjects (N=238) completed copies of the Role Category Questionnaire and the Assessment of Influence Behaviors. Findings suggest that people more cognitively differentiated used more charismatic and team influence, but no more reward/punishment/manipulation influence than did less differentiated subjects. Specific conclusions and implications for leadership addressed.