The Impact of Causal Attributions on Managers' Responses to Subordinate Poor Perfor Mance: An Exploratory Study Using Naturalistic Data

Olive C. Schmidenberg and John L. Cordery
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Olive C. Schmidenberg: Curtin University of Technology.
John L. Cordery: Curtin University of Technology.

Australian Journal of Management, 1988, vol. 13, issue 2, 333-350

Abstract: Three exploratory hypotheses derived from Green and Mitchell's attributional model of leaders' responses to poor perfor Mance were investigated in a qualitative study and a naturalistic setting. Findings were that managers did attribute causes to poor perfor Mance. Attributions could also be classified into “internal†and “external†categories. However, results showed that responses were also often influenced by considerations other than causal factors, such as perceived responsibilities to staff, organisational constraints and the prognosis for future perfor Mance. Limitations of the study are then identified and discussed. Implications for the reliability of locus of attribution as an indicator of direction of response are discussed.

Keywords: ATTRIBUTIONS; LEADERSHIP; POOR PERfor MANCE (search for similar items in EconPapers)
Date: 1988
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:13:y:1988:i:2:p:333-350

DOI: 10.1177/031289628801300213

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