Causal Reasoning for Group Task Performance

Abstract

Individuals differing in achievement motivation read a case description of a group sales project while assuming the role of the project's manager. Subjects read one of four versions of the case in which the project outcome and the manager's reliance upon the contributions of coworkers were varied. Subjects then evaluated the extent to which the supervisor's effort, ability, luck, task difficulty, and co-workers contributed to the project outcome. Self-serving attributional biases were not fully evidenced. Differences among achievement groups emerged only on ascriptions to coworkers and only when considering the project outcome and the manager's reliance upon subordinates.