Cross-Situational Specificity in Managers' Perceptions of Subordinate Performance, Attributions, and Leader Behaviors.

Abstract

Manager's perceptions of subordinates' performance, causes (attributions) of subordinates' performance, and leader behaviors employed toward subordinates were examined from the standpoint of cross-situational consistency versus cross-situational specificity in leader-subordinate dyads. Cross-situational consistency would be indicated if managers' perceptions of performance, attributions, and leader behaviors were stable over different stress situations, whereas cross-situational specificity would be indicated if these same perceptions indicated reliable variation, as a function of stress situations. Empirical results for 377 Navy managers provided strong support for cross-situational specificity. Results are discussed in relation to prior research, generated by interactional theory on consistency versus specificity of responses across situations, and in relation to research and developmental needs in leadership, attribution theory, and performance evaluation. (Author)

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Document Details

Document Type
Technical Report
Publication Date
May 20, 1982
Accession Number
ADA114907

Entities

People

  • John F. White Iii
  • Lawrence R. James

Organizations

  • Georgia Tech

Tags

Communities of Interest

  • Biomedical
  • Energy and Power Technologies
  • Ground and Sea Platforms
  • Human Systems

DTIC Thesaurus Topics

  • Applied Psychology
  • Cognition
  • Data Science
  • Educational Psychology
  • High Pressure
  • Information Processing
  • Information Science
  • Knowledge Management
  • Multivariate Analysis
  • Naval Personnel
  • Organizational Structure
  • Plastic Explosives
  • Psychology
  • Regression Analysis
  • Social Psychology
  • Surveys
  • Training

Fields of Study

  • Psychology

Readers

  • Organizational Psychology.