Severity of consequences for the leader and subordinates work history as determinants of leader attribution

Abstract

The effects of the level of seriousness of consequences of a subordinates performance and the nature of a subordinate's work history on leader attribution and response were investigated in a 2 x 3 factorial design with a sample of 46 male and 38 female junior and middle-level managers. The subjects were randomly assigned to one of six experimental conditions. Two variables, "consequences" of subordinate's performance and subordinate's "work history" were manipulated in a laboratory setting. As expected, (1) the level of internal attribution and response directed at the subordinate increased with the increase in the seriousness of consequences; (2) Internal attribution and the level of response directed at the subordinate were greater in the "poor work history" situation than in the "good work history" situation. Contrary to expectation, however, there was no significant difference between the two levels of serious consequences, i.e., "serious" and "serious with consequences" for the manager.