TY - JOUR
T1 - The effects of team leader race on performance evaluations
T2 - An attributional perspective
AU - Ellis, Aleksander P.J.
AU - Ilgen, Daniel R.
AU - Hollenbeck, John R.
PY - 2006/6
Y1 - 2006/6
N2 - Using attribution theory, this study examined the effects of team leader race on subordinate performance evaluations. The authors found that the team leader's performance was a major determinant of subordinate performance ratings. However, the team leader's performance, in combination with race, also affected performance attributions. In high performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to internal causes (i.e., ability and effort) rather than external causes (i.e., luck and the ease of the game). Alternatively, in low performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to external causes. These causal attributions then tempered the direct effect of the team leader's performance on subordinate performance ratings. Leaders who performed well received higher ratings when performance was attributed to internal rather than external factors. On the other hand, leaders who performed poorly received higher ratings when performance was attributed to external rather than internal factors.
AB - Using attribution theory, this study examined the effects of team leader race on subordinate performance evaluations. The authors found that the team leader's performance was a major determinant of subordinate performance ratings. However, the team leader's performance, in combination with race, also affected performance attributions. In high performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to internal causes (i.e., ability and effort) rather than external causes (i.e., luck and the ease of the game). Alternatively, in low performing teams with a Black leader, subordinates were more likely to attribute the leader's performance to external causes. These causal attributions then tempered the direct effect of the team leader's performance on subordinate performance ratings. Leaders who performed well received higher ratings when performance was attributed to internal rather than external factors. On the other hand, leaders who performed poorly received higher ratings when performance was attributed to external rather than internal factors.
KW - Attributions
KW - Leadership
KW - Race
KW - Teamwork
UR - http://www.scopus.com/inward/record.url?scp=33646531848&partnerID=8YFLogxK
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U2 - 10.1177/1046496406288978
DO - 10.1177/1046496406288978
M3 - Review article
AN - SCOPUS:33646531848
SN - 1046-4964
VL - 37
SP - 295
EP - 322
JO - Small Group Research
JF - Small Group Research
IS - 3
ER -