The effects of inference-based and recognition-based processes on attributions of leadership responsibility were examined. Participants (126 women, 42 men) competed in small groups in this 2 (performance: win vs. lose) 2 (material sabotage: sabotaged vs. not sabotaged) design study. A third factor addressed how well group leaders matched participants’leader-ship prototypes. Winning leaders were attributed more responsibility for the group outcome than losing leaders; also, sabotage served as a discounting cue, and losing leaders of sabotaged groups were held less responsible. Unexpectedly, no prototype matching was revealed. Participants’ attributions regarding responsibility of the group and self were similar to leader attributions, suggesting that followers’ perceptions differ from those of outside observers. Thus, leaders may not be the only cause of group outcomes in the minds of actual followers.
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