LEADER ATTRIBUTIONS FOR SUBORDINATE PERFORMANCE - CONSEQUENCES FOR SUBSEQUENT LEADER INTERACTIVE BEHAVIORS AND RATINGS

An important application of attribution theory deals with leader expla nations for subordinate performance and their effects on future leader -member interactions and performance. In the present study, subjects w orked on a 2-trial task in which there was a leader and 2 members. Lea ders received performance feedback and an attributional explanation fo r subordinate performance after Trial 1, and subsequent Trial 2 behavi or was videotaped. Results showed that attributions significantly affe cted the amount of time spent by the leader talking to the group durin g the second trial, as well as the number of negative leader comments. Level of performance was a significant determinant of subordinate rat ings and reward/punishment recommendations. Attributions differentiall y affected the punishment advocated by leaders, with failure due to in ternal causes more likely to be punished than failure due to external causes. Implications for an attributional theory of leadership are dis cussed.