Cognitive Complexity and Group Performance

Abstract

A study was conducted to determine if leaders with high cognitive complexity scores had better performance and manifest different behavior than leaders with low complexity scores. The results indicated how the performance of groups with high complexity leaders was significantly better than groups with low complexity leaders and how high complexity leaders seemed to show more variance in their behavior over four task settings.

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Document Details

Document Type
Technical Report
Publication Date
Dec 01, 1970
Accession Number
AD0766901

Entities

People

  • Terence Mitchell

Organizations

  • University of Washington

Tags

Communities of Interest

  • Air Platforms
  • Materials and Manufacturing Processes

DTIC Thesaurus Topics

  • Assembly Lines
  • Atmospheres
  • Classification
  • Cognitive Complexity
  • Commerce
  • Concept Formation
  • Contracts
  • Information Processing
  • Leadership
  • Military Research
  • New York
  • Personality
  • Psychology
  • Security
  • Social Psychology
  • Universities

Fields of Study

  • Psychology

Readers

  • Computational Modeling and Simulation
  • Military Leadership and Professional Education.
  • Systems Analysis and Design