The Effects of Hindsight Bias and Causal Attribution on Human Response to Environmental Events1

This research examined the influence of hindsight bias and causal attribution on perceptions of a technological disaster. After reading a fictitious account of a toxic substance spill near a populated area, subjects were provided with information that disease rates had either increased or had remained stable (hindsight conditions), or were presented with no outcome information (control condition). Subjects were then asked to predict the likelihood of increases in disease rates and to make causal attributions regarding the target company and residents of the disaster community. When compared to subjects provided with either no outcome information or with information that disease rates remained stable (positive-outcome condition), subjects told that disease rates had increased (negative-outcome condition) showed elevated predictions regarding future disease rates, ascribed greater responsibility for the accident to the target company, and reported more anger toward the company and greater sympathy for the residents. Subjects receiving positive outcome information and no outcome information did not significantly differ on these measures. In addition, results from a path analysis supported the efficacy of attribution theory to account for the cognitive, affective, and behavioral consequences resulting from hindsight bias following a negative environmental event.     

Attribution of Influence and Charisma to the Leader: The Romance of Leadership Revisited1

This study examined the impact of performance outcomes, leadership type, leader behaviors, and observers' general belief in the importance of leadership on attributions of influence and charisma to a leader. Subjects (N= 549) read 24 versions of an organizational vignette representing all possible combinations of two performance levels, two leadership roles, and six leader behavior conditions, and were asked to evaluate the leader's level of causal influence and charisma. Results supported and extended Meindl's (1990) claim that observers' tendency to romanticize the role of a specific leader is affected by the group performance outcomes and by observers' general beliefs in the importance of leadership in organizations. The results further suggested that more influence may be attributed to a prototypical leadership role than to a less prototypical role. However, information about leader behaviors did not affect the attributions of influence and charisma to the leader. These results are discussed with reference to Conger and Kanungo's (1987) attributional theory of charismatic leadership and leadership categorization theory (Lord, 1985).     

Subordinate Influence and the Performance Evaluation Process: Test of a Model

A causal model of the performance evaluation process was proposed and tested in this paper. The proposed conceptualization incorporated social, situational, affective, and cognitive elements as they affect performance ratings, with particular emphasis on the role of subordinate influence behaviors. LISREL results demonstrated that the proposed model fit the data well, and reflected a better fit than several alternative models that were estimated. The contributions and limitations of the present study were discussed, in addition to challenges and directions for future research.     

Supervisors' Instrumental and Emotional Influences on Subordinate Help‐Seeking Behavior: An Exploratory Study

Research on subordinate help‐seeking in the workplace is limited. In the present research, we hypothesize that subordinates' help‐seeking behaviors will be influenced by 3 supervisor influences that are instrumentally and emotionally related to the subordinate: providing direct job‐related assistance and emotional support, and socializing with the supervisor outside of work. The results indicate that providing job‐related assistance and socializing are significant predictors of subordinates' help‐seeking behaviors. Dominance analysis reveals that socializing outside of work is the dominant factor influencing subordinates' help‐seeking behaviors. Implications from the findings and suggestions for future research are presented.     

The Role of Counterfactual Thinking and Causal Attribution in Accident-Related Judgments

The effects of counterfactual thinking and causal attribution on accident-related judgments were investigated. Subjects read about a couple who died in an automobile accident where mutability of the outcome was varied. Mutability refers to the extent that a factual event can be mentally altered, with mutable outcomes more easily imagined otherwise than immutable outcomes. In comparison to the immutable scenario, participants reading the mutable scenario saw the accident as more avoidable, ascribed a greater causal role to the accident perpetrator, and perceived the perpetrator having more causal control over the couple's deaths. In addition to increased anger, a harsher financial penalty was levied against the accident perpetrator by participants in the mutable than in the immutable condition. Multiple regression analysis supported the efficacy of attribution theory to explain the affective and behavioral consequences of counterfactual thinking in accident-related judgments.     

LMX and Subordinate Performance: The Moderating Effects of Task Characteristics

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.     

Emotion and Religion Revisited: A Response to O'Connor and Averill

O'Connor is critical of Watts' suggestion that emotion can serve as a model for religion. The proposal arises from recent developments in the psychology of emotion that emphasize that it is socially embedded and dependent on processes of interpretation. Similar points have been made about religion: Neither religion nor emotion are purely private matters. More generally, it is urged that there be stronger links between general psychology and the psychology of religion, and also that the psychology of religion be broadened to include a two-way dialogue between theology and psychology. Averill's point is accepted that emotional experience is too much shaped by religion to be allowed to validate it. As a contribution to Averill's question about emotions in the afterlife, points are made about the bodily aspect of the afterlife, the emotions of God, and redeemed emotions.     

Wanting to Be Boss and Wanting to Be Subordinate: Effects on Performance Motivation

Does dyad members' motivation to take on a high or low power position influence the dyad's performance motivation when assigned to hierarchical roles? Participants in 69 dyads (33 all‐women, 36 all‐men) indicated whether they preferred the high‐power role (owner of an art gallery) or the low power role (assistant to the owner). Power roles were then randomly assigned. The dyad's interaction during task solving was videotaped. Uninvolved coders rated performance motivation as the degree of quality of the superior's and the subordinate's task contributions and effort put into the task. Performance motivation was better if the boss preferred the high power to the low power role, irrespective of the subordinate's role preference. Leadership effectiveness is thus affected by the superior's power motivation.     

The Effect of Cognitive Complexity and Nature of the Outcome on Causal Attribution

Because even subtle forms of racial discrimination can damage well-being, identifying individual differences that shape this stress process is important. Dispositional forgiveness has been shown to influence how people perceive and react to interpersonal transgressions, yet its role in the context of racial discrimination has not received much research attention. In the current study, participants completed an initial measure of dispositional forgiveness and then considered a scenario that could be deemed racially discriminatory. Next, participants' perceptions of the scenario, negative affect, and cognitive performance were assessed. Dispositional forgiveness predicted all three outcomes such that more forgiving individuals were less likely to view the event as racially discriminatory and showed lower negative affect and greater cognitive performance after reading the scenario. Moreover, race moderated these relationships such that forgiveness played a more beneficial role for ethnic minorities than for whites.     

Leaders as Planners and Movers: Supervisors' Regulatory Modes and Subordinates' Performance

In three field studies, we found that leaders high in both locomotion and assessment tendencies (Studies 1 and 2: evaluated by subordinates; Study 3: evaluated by leaders themselves) elicited higher levels of performance from their subordinates (Studies 1 and 3: as assessed by the subordinates themselves; Study 2: as assessed by their supervisors) than leaders low in one or both of these tendencies. The research supports the notion that locomotion and assessment constitute critical regulatory functions whose conjunction is indispensible for successful performance, whether on the level of the individual (Kruglanski et al., 2000) or the group (Mauro et al., 2009).     

Confidentiality Revisited: A Response to Manhal-Baugus (1996)

Confidentiality is an important ethical and legal concept for chemical dependency counselors and their clients. This article reviews the issues relating to confidentiality raised by Manhal-Baugus (1996), identifies several problem areas from that 1996 article, and offers additional information about confidentiality not included in the earlier article. Chemical dependency counselors are urged to consider the federal law covering the confidentiality of alcohol and drug abuse patient records in their practice.     

The Ethics of Immigration Revisited: Response to Brock,Fabre, Risse and Song

To a large extent, the differences between my four interlocutors and me have more to do with the way we choose to frame a question or approach a problem than with substantive disagreements. In her discussion of temporary workers and the brain drain, Gillian Brock implicitly assumes a different background framework of moral responsibility from the one I adopt in my book. Similarly, Cécile Fabre asks important questions about the intersection of immigration and criminal justice, but ones that I chose not to pursue in quite the same way or, in some cases, at all. Matthias Risse says that political theory should be ‘action‐guiding’, and I try to problematize that claim, at least to the extent that it limits the questions we can ask. Finally, I applaud the attention that Sarah Song brings to the link between political community and social membership but resist her suggestion that this shows that political community is more fundamental than social membership. I also suggest the need to clarify further the limits to democratic self‐determination.     

Leader Attributions for Subordinate Performance: Consequences for Subsequent Leader Interactive Behaviors and Ratings1

An important application of attribution theory deals with leader explanations for subordinate performance and their effects on future leader–member interactions and performance. In the present study, subjects worked on a 2-trial task in which there was a leader and 2 members. Leaders received performance feedback and an attributional explanation for subordinate performance after Trial 1, and subsequent Trial 2 behavior was videotaped. Results showed that attributions significantly affected the amount of time spent by the leader talking to the group during the second trial, as well as the number of negative leader comments. Level of performance was a significant determinant of subordinate ratings and reward/punishment recommendations. Attributions differentially affected the punishment advocated by leaders, with failure due to internal causes more likely to be punished than failure due to external causes. Implications for an attributional theory of leadership are discussed.     

The Relationship of Subordinate Upward-Influencing Behavior,Health Care Manager Interpersonal Stress,and Performance1

This investigation examined the relationship among subordinate upward-influencing behavior, superior interpersonal stress, and superior performance within a health care setting. It was predicted that hard upward-influencing behavior as exerted by subordinates would be (a) inversely related to subordinate ratings of health care manager performance and (b) positively associated with health care manager interpersonal stress. Data were collected from 76 females and 4 males who were subordinates to 10 health care managers. All were employees in a 116-bed not-for-profit acute care community hospital. Subordinates completed the Satisfaction With My Supervisor Scale (Scarpello & Vandenberg, 1987), work unit and health care manager effectiveness scales (Bass, 1985b), and Form M of the Profiles of Organizational Influence Strategies (Kipnis & Schmidt, 1982). Interpersonal stress was assessed by the 10 health care managers' completion of the Responsibility for People subscale of the Stress Diagnostic Survey (Ivancevich & Matteson, 1980). The results generally supported the two hypotheses. The implications of these findings were discussed. It was recommended that organizations should encourage rational subordinate upward-influencing behavior to reduce interpersonal stress and promote performance.     

New Careers Model Revisited: The Importance of Mentoring

The authors report a study that suggests the career paths of workers on short-term federal projects may be enhanced as a result of developing a relationship with a mentor through such projects.     

Pancultural Gender Stereotypes Revisited: The Five Factor Model

Williams and Best's (1982, 1990a) cross-culturalgender stereotype data from 25 countries, previouslyanalyzed in terms of affective meanings, ego states, andpsychological needs, were re-analyzed in terms of the Five Factor Model (FFM) of personality.In each country, participants were approximately 100university students, equally divided by gender. Withresults averaged across all countries, it was found that the pancultural male stereotype was higherthan the pancultural female stereotype on Extraversion,Conscientiousness, Emotional Stability, and Openness toExperience while the pancultural female stereotype was higher on Agreeableness. Re-analysis of thestereotype data from Japan and Pakistan, which had beenfound relatively atypical in previous analyses, revealedFFM profiles generally similar to the pancultural profiles. The evaluative nature of each factoris discussed and related to the stereotypes associalization models.     

绩效归因过程及其对低工作绩效评估的影响

采用阈上启动方法和投射方法,以72名学校领导者为被试,对绩效归因过程及领导者有关下属低工作绩效归因和评估进行了探讨。研究表明：（1）绩效归因是双重过程：包括绩效外显归因和内隐归因;（2）外显因素影响领导者对下属低工作绩效行为的归因和评估,其中,领导者对下属低工作绩效行为的归因起中介作用;（3）绩效归因对低工作绩效评估的影响是双重过程：绩效外显归因和绩效内隐归因均影响了低工作绩效评估。