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Abstract

Research has shown that leaders' knowledge of prior subordinates' performance affects behavior and interaction with subordinates. 60 leader-subordinate dyads participated in interviews to appraise performance. Student-leaders were assigned randomly to a condition of high or low subordinates' performance. Deci's controlling and informational factors were adopted as measures for leaders' style of disclosure of information. The manipulations of performance had little effect. However, leaders who emphasized the informative aspects and de-emphasized the controlling aspects of the discussion reported the appraisal as more effective than leaders who emphasized controlling aspects and de-emphasized informational aspects. Student-subordinates of the highly-informative, low-controlling student-leaders reported greater effectiveness of the appraisal than subordinates with highly-controlling, low-informational leaders. The reciprocal influence of the attributional process is discussed.

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Effect of Disclosure of Performance Data in Role-Played Interviews Appraising Performance

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