The Entrepreneur as Business Leader
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The Entrepreneur as Business Leader

Cognitive Leadership in the Firm

Silke Scheer

An entrepreneur who decides to found a firm and to hire employees has to tackle two central problems: their employees’ coordination and motivation. Drawing on findings from cognitive, social and organizational psychology, this book sheds new light on the relevance of bounded rationality and social learning in the process of leadership. Silke Scheer bridges some of the missing links that can be identified within the theory of cognitive leadership and demonstrates how its scope can be broadened by investigating group level processes, and how they can have an impact on the socialization of newcomers.
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Chapter 6: Implications and Open Research Questions

Silke Scheer


The central argument of this volume is that the cognitive coherence of the employees with the cognitive leader’s business conception is the key to a firm’s coordination and motivation. Communication and learning have been identified as the means for achieving this goal in dyadic relationships like that of a cognitive leader and a new employee. Starting from there, the focus of investigation has been widened to also include the dynamics of a newcomer’s socialization in an organization or work group. What concepts a newcomer has to learn during her socialization, what motivation she has to do so and how she goes about this task have been described. Conversely, what motivation the incumbent work group has to ‘teach’ the newcomer and how they help to make the newcomer a full member of the group has been explained. This chapter turns to the implications that can be deduced from this volume with regard to the shaping of dyadic interactions as well as group processes (Section 6.1). In Section 6.2 some open questions are presented that emerge from the reasoning of the present thesis. Section 6.3 summarizes the chapter. 6.1 IMPLICATIONS FROM THE PRESENT WORK This section deals with the implications that can be drawn from the present thesis. The first subsection derives implications for interactions between the cognitive leader and an individual employee. The next subsection presents implications for shaping group processes in a way which is advantageous to the implementation and maintenance of cognitive leadership. Implications for Dyadic Interactions Several implications...

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