A laboratory experiment involving 144 student subjects was con
ducted to examine the effects of performance cues on descriptions of
leader behavior. The concept of involvement, operationalized in a
two-dimensional manner, was invoked in order to create varying
vantage points (observation versus participation)from which subjects
would view leader behavior. Split-plot analysis of variance demon
strated an attribution effect in that the presence of performance cues
directly affected subject descriptions of leader initiating structure and
consideration. Subject involvement directly affected only subject
ratings of consideration. Analysis of interaction effects showed per
formance data to be a more salient cue for uninvolved observers than
for involved participants.
Get full access to this article
View all access options for this article.
References
1.
Bales, R.F.Interaction process analysis: A method for the study of small groups . Cambridge, Mass.: Addison-Wesley , 1950.
2.
Bouchard, T.J.Field research models: Interviewing, questionnaires, participant observation, systematic observation, unobstrusive measures. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand McNally , 1976.
3.
Butterfield, D.A., Powell, G.N., & Mainiero, L.A.Group performance effects on evaluations and descriptions of leadership behavior. Academy of Management Proceedings, 1978, pp. 50-54.
4.
DeNisi, A.S., & Pritchard, R.D.Implicit theories of performance as artifacts in survey research: A replication and extension. Organizational Behavior and Human Performance, 1978, 21, 358-366.
5.
Downey, H.K., Chacko, T., & McElroy, J.C.Attribution of the "causes" of performance: A constructive, quasi-longitudinal replication of the Staw (1975) study. Organizational Behavior and Human Performance, 1979, 24, 287-300.
6.
Evered, R., & Lewis, M.R.Alternative perspectives in the organizational sciences: "Inquiry from the inside" and "inquiry from the outside." Academy of Management Review, 1981, 6, 385-397.
7.
Farris, G.F., & Lim, F.G.Effects of performance on leadership, cohesiveness, influence, satisfaction, and subsequent performance. Journal of Applied Psychology , 1969, 53, 490-497.
8.
Kerr, S.Overcoming the dysfunctions of MBO. Management by Objectives , 1976, 5(1), 13-19.
9.
Knowlton, W.A., Jr. , & Mitchell, T.R.Effects of causal attributions on a supervisor's evaluation of subordinate's performance. Journal of Applied Psychology, 1980, 65, 459-466.
Korman, A.K. "Consideration", "initiating structure", and organizational criteria—A review. Personnel Psychology, 1966, 19, 349-361.
12.
Lord, R.G., Binnings, J.F., Rush, M.C., & Thomas, J.C.The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance, 1978, 21, 27-39.
13.
Lowin, A., & Craig, J.R.The influence of level of performance on managerial style: An experimental object-lesson in the ambiguity of correlational data. Organizational Behavior and Human Performance, 1968, 3, 440-458.
14.
Mitchell, T.R.Attributions and actions: A note of caution. Journal of Management , 1982, 8(1), 65-74.
15.
Mitchell, T.R., & Kalb, L.S.The effects of job experience on supervisor attributions for a subordinate's poor performance. Journal of Applied Psychology, 1982, 67, 181-188.
16.
Mitchell, T.R., Larson, J.R., & Green, S.G.Leader behavior, situational moderators, and group performance: An attributional analysis. Organizational Behavior and Human Performance, 1977, 18, 254-268.
17.
Mitchell, T.R., & Wood, R.E.Supervisor's response to subordinate poor performance: A test of an attributional model. Organizational Behavior and Human Performance , 1980, 25, 123-138.
18.
Pfeffer, J.The ambiguity of leadership. Academy of Management Review , 1977, 2, 104-112.
19.
Phillips, J.S., & Lord, R.G.Causal attributions and perceptions of leadership. Organizational Behavior and Human Performance, 1981, 28, 143-164.
20.
Rush, M.C., Thomas, J.C., & Lord, R.G.Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Performance, 1977, 20, 93-110.
21.
Staw, B.M.Attribution of the "causes" of performance: A general alternative interpretation of cross-sectional research on organizations. Organizational Behavior and Human Performance, 1975, 13, 414-432.
22.
Stogdill, R.M.Manual for the Leader Behavior Description Questionnaire—Form XII. Columbus, Ohio: Bureau of Business Research, Ohio State University, 1963.
