LEADERSHIP SKILLS
What Is the Leader Attribution Model?
Learn to navigate the potential impact and implications of leader attributions on followers
How a leader acts toward a subordinate can vary depending on whether the employee is perceived as competent and loyal or incompetent and untrustworthy.
This is part of the LMX theory discussed in “What Is the Significance of the Leader-Member Exchange?”
Attribution theory, on the other hand, looks at the cognitive processes used by leaders to determine the reasons for effective or ineffective subordinate performance and the appropriate course of action.
This article will discuss the attribution model and offer a list of solutions.
Two-Stage Attribution Model
The reaction of a leader/manager to poor performance is a two-stage process (Green et al, 1979)
Several studies validate the propositions of this model proposed by Green et al in 1979 (review by Martinko, Harvey, & Douglas, 2007).
- First Stage — At this stage, the leader/manager tries to determine the cause of poor performance.
- Second Stage — With more knowledge, the leader/manager then selects an appropriate response to correct the performance problem.
Leaders attribute that the root cause of poor performance is either one of two things:
- Internal to the subordinate, such as a lack of effort or ability, or
- External problems beyond the control of the subordinate
The latter includes things like a task with inherent obstacles, inadequate resources, insufficient information, inadequate support, or just bad luck.
External attribution is more likely when:
- The subordinate performs other tasks effectively
- The subordinate has no prior history of poor performance on similar tasks
- The subordinate is doing as well as other employees in a similar situation
- The manager is dependent on the subordinate for his or her own success
- The implications of failure are not serious or harmful
- The subordinate is perceived to have other redeeming qualities
- The subordinate highlights reasons, an apology, a solution or
- Evidence indicates that external causes exist (Yukl, 2013)
Managers who have prior experience working in the same role as their subordinates are more likely to infer external attributions.
Leaders and managers with traits like high-internal locus of control can influence attribution impact in a positive fashion.
Other Determinants of Leader Attributions
The more positional power a leader holds, the “higher the likelihood that they will attribute effective performance” and acceptable subordinate behaviour in light of extrinsic factors (Yukl, 2013).
- The exchange relationship itself influences the manager’s perception of a subordinate’s performance.
- Leaders appear to be less critical in evaluating the performance when there is a high-exchange relationship than when there is a low-exchange.
- Effective behaviour with a high-exchange subordinate is more likely to be praised.
- Mistakes with a low-exchange subordinate are more likely to be criticised.
- The leader’s perception of a subordinate tends to become a self-fulfilling prophecy or confirmation bias.
- Low-exchange subordinates tend to get less support, little coaching and resources.
- When low-exchange employees make mistakes or show performance difficulties, managers tend to blame them rather than recognising situational factors, so the manager contributes to the problem (Yukl, 2013).
One crucial implication of attribution research is the need to train managers to be fair, unbiased and systematic about evaluating performance.
Leader Influence on Follower Emotions
An important research question in recent years is how follower moods or emotions are affected by the leader’s mood and emotions.
This research aimed to understand emotional implications for effective leadership (Askanasy & Jordan, 2008, Bono, Foldes, Vinson & Muros, 2007; Gooty, Connelly, Grifith, & Gupta,2010).
- Emotions are brief intense reactions to an event or person.
- In contrast, moods are longer, less intense and rarely relate to a specific event or co-worker personality.
- Leader influence can take on many forms. A leader can convey a positive mood, cheerful and enthusiastic, or by delivering an inspiring visionary speech about a new initiative.
- Leader influence can be expressed through negative emotions which can emphasise the seriousness of criticism for irresponsible actions, behaviour or performance.
The effective use of negative emotions requires a great deal of skill.
Guidelines to Correct Deficiencies
The most effective way to deploy corrective feedback is part of the dyadic leadership processes (LMX Theory), coupled with training like counselling, feedback and conflict management (Yukl, 2013).
To conclude, below are guidelines on how to improve communication, problem-solving while reducing defensiveness and resentment.
12 Guidelines
- Always avoid attribution bias
- Gather and validate data about performance issues
- Provide feedback promptly
- Describe deficiencies, in specific terms and evidence
- Discuss the adverse impact of ineffective behaviour
- Always remain calm and professional
- Mutually identify the reasons for inadequate performance
- Ask the employee to suggest some remedies
- Express confidence that the employee make improvements
- Be sincere and express a keen desire to help
- Reach an agreement and set out a roadmap with pitstops
- Summarise the discussion and verify by agreement (Yukl, 2013)
These guidelines come with a warning. An ethical warning that will result in failure if any of the following are present:
- External factors are ignored or trivialised
- No training has been provided in advance
- Ceratin information has been withheld
- Triangulation brings in another worker to validate a leaders criticism
- Untruths appear in the agreement
- A high level of unnecessary criticism
- Confirmation bias is used to validate beliefs
- A toxic witch-hunt is masked by bureaucratic policies
The recommendation for leaders and managers is to tread carefully because you are not just dealing with one individual.
Don't be naive.
The whole team is watching. As is your Boss.
