The Effect of Conflicting Information on Leader Attributions for Poor Performance

Abstract

When a subordinate's performance is assessed by a superior in a work situation, whether or not he or she performed well is not the only issue. There is also concern as to whether he or she should be held responsible for accomplishments or failures. The assessment of responsibility has been termed ‘an attribution’ (Green and Mitchell, 1979).

Citation

Moser, S.B. (1992), "The Effect of Conflicting Information on Leader Attributions for Poor Performance", Management Research News, Vol. 15 No. 8, pp. 6-13. https://doi.org/10.1108/eb028254