Attributional comparisons across biases and leader-member exchange status.: An article from: Journal of Managerial Issues
Book Details
PublisherThomson Gale
ISBN / ASINB000KC8TP6
ISBN-13978B000KC8TP8
AvailabilityAvailable for download now
Sales Rank11,663,610
MarketplaceUnited States 🇺🇸
Description
This digital document is an article from Journal of Managerial Issues, published by Thomson Gale on September 22, 2006. The length of the article is 5938 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: The attributions that are made for subordinates' work performance have important implications for supervisors, subordinates, and the organization as a whole. However, cognitive biases, such as the self-serving or the actor-observer biases, can influence whether positive or negative attributions are made. We anticipated that subordinates whose relationship with their supervisor was positive would be more likely to experience positive attributions for their performance through the self-serving bias, whereas subordinates with a poorer supervisor relationship would experience negative attributions for their performance through the actor-observer bias. Results of a study of this prediction did show asymmetries in the attributions for performance based on in- or out-group status, with in-group supervisors, in-group subordinates and out-group subordinates all displaying the self-serving bias in their attributions for subordinate performance, and with supervisors displaying the actor-observer bias toward out-group subordinates. This may cause out-group members to become alienated from the organization, resulting in lowered job performance and increased turnover. As a result, organizational homogeneity may increase, leading to less diversity of perspectives within the organization.
Citation Details
Title: Attributional comparisons across biases and leader-member exchange status.
Author: Constance R. Campbell
Publication:Journal of Managerial Issues (Magazine/Journal)
Date: September 22, 2006
Publisher: Thomson Gale
Volume: 18 Issue: 3 Page: 393(16)
Distributed by Thomson Gale
From the author: The attributions that are made for subordinates' work performance have important implications for supervisors, subordinates, and the organization as a whole. However, cognitive biases, such as the self-serving or the actor-observer biases, can influence whether positive or negative attributions are made. We anticipated that subordinates whose relationship with their supervisor was positive would be more likely to experience positive attributions for their performance through the self-serving bias, whereas subordinates with a poorer supervisor relationship would experience negative attributions for their performance through the actor-observer bias. Results of a study of this prediction did show asymmetries in the attributions for performance based on in- or out-group status, with in-group supervisors, in-group subordinates and out-group subordinates all displaying the self-serving bias in their attributions for subordinate performance, and with supervisors displaying the actor-observer bias toward out-group subordinates. This may cause out-group members to become alienated from the organization, resulting in lowered job performance and increased turnover. As a result, organizational homogeneity may increase, leading to less diversity of perspectives within the organization.
Citation Details
Title: Attributional comparisons across biases and leader-member exchange status.
Author: Constance R. Campbell
Publication:Journal of Managerial Issues (Magazine/Journal)
Date: September 22, 2006
Publisher: Thomson Gale
Volume: 18 Issue: 3 Page: 393(16)
Distributed by Thomson Gale
