Task Performance Information and Leader Participation Behavior: Effect on Leader-Subordinate Interaction,Frustration,and Future Productivity

Abstract

Attribution theory research has shown that leader attributions of subordinate prior performance information influence leader-subordi nate interaction and problem solving. However, the effect of perfor mance information attributions in combination with levels of leader participation behavior on leader-subordinate interaction has received little attention. Leaders were placed randomly into high or low subordinate performance conditions, and the extent of leader partic ipation behavior was measured after the discussion. Two role-play problems representing different work contexts were utilized. Results demonstrated some support for previous research regarding leader attributions of prior performance and substantial support for the effect of leader participation behavior on problem-solving effective ness. Influences of the organizational context are discussed.

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