Abstract
Leadership research has paid increasing attention to attributional processes as a function of group performance and sex. This study simultaneously examined the effects of performance, sex of leader, and sex of subject on ratings of leader behavior while controlling for leadership style. Evaluations and descriptions of business students about managers' using initiating structure or consideration leadership styles were strongly influenced by group performance, not influenced by sex of manager, and marginally influenced by subjects' own sex. High group performance led to attributions of a “High—High” leadership style.
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