THE EFFECTS OF ATTRIBUTION AND SOCIAL CONTEXT ON SUPERIORS' INFLUENCE AND INTERACTION WITH LOW PERFORMING SUBORDINATES

Abstract

Organizations need to create the conditions in which superiors use their power effectively and appropriately, perhaps especially when subordinates are performing inadequately. Ninety undergraduates became managers who interacted with a low performing worker who demonstrated either insufficient ability or motivation. The managers also believed that their goals were cooperatively, individualistically, or competitively linked to the subordinate. Results identify situational variables that moderate superiors' influence. Generally, the social context affected the orientation to the subordinate in that cooperative compared to competitive superiors expected mutual assistance, communicated supportively, and gave assistance. Attribution affected the choice of influence methods and the attitudes of superiors. Superiors used threats and came to dislike the low effort subordinate, but wanted to work again with the low ability subordinate. Cooperation fostered attraction even when the other performed ineffectively, provided the reason was inadequate ability and not inadequate motivation. Evidence also suggests that competition creates a rigid response to the low performing subordinate whereas cooperative supervisors flexibly respond to the specific shortcoming of subordinates.