A framework of a cognitive—behavioral theory of leader influence and effectiveness

Abstract

A theoretical framework in which leader influence is analyzed in terms of factors and processes underlying subordinate work behavior is proposed, and a scheme in which critical hypothesized determinants and paths influencing the work behavior of a subordinate are identified is suggested. Specific behaviors of leader influence are deduced from the scheme and are identified in terms of experiential, cognitive, and mixed approaches to influence. The effects of these behaviors on motivational, learning, and environmental determinants of behavior are examined in light of the operant, cognitive, and social learning literature and the leadership literature. A number of moderator variables determining the boundaries of leader influence are identified. Discussion of the research implications of the proposed framework suggests some new directions for future research regarding the choice of predictor and effectiveness variables and the research procedure most appropriate to tap their relationships.