The attribution theory of leadership deals with the formation of individual opinions about the reasons for particular events or observations. People will always try to understand why people do what they do. The leader will make a judgment about his employees based on his attribution of the causes of the employees' performance. Individuals will also make inferences about the leader and react to poor performance by the leader.
Attribution theory is attributed to the work done by Heider (1958), Jones and Davis (1965), and Kelley (1967, 1972, 1973). Attribution became an active area of organizational behavior research in the 1980s. It is a model of leadership evaluation that assumes that individuals make inferences about leadership ability by observing and interpreting certain environmental and behavioral cues. Attribution theory is best understood through an example. If you relate well with someone, you’re more likely to evaluate that person’s performance favorably; however on the other side, if someone else constantly irritates you the wrong way, you may be more inclined to evaluate that person’s performance punitively.
People try to identify the reasons for observed events by collecting information that can help explain them. People constantly try to form chains of cause and effect explanations for observed incidents and experiences. These attributions by humans help them to assign an order to the world around them and increase their ability to understand the behavior of self and others.
Attribution Theory deals with the:
Attribution theory describes how individuals develop causal explanations for behaviors and outcomes, and how their causal explanations influence subsequent reactions. People see behavior as being caused either by the individual (i.e. dispositional) or by the environment (situational). It makes a distinction between internal and external causes.
It is a model of leadership evaluation that assumes that individuals make inferences about leadership ability by observing and interpreting certain environmental and behavioral cues. A two-step attributional model of leadership was proposed by Green and Mitchell (1979) suggesting that leaders make attributions (try to understand) about the cause of the performance before deciding on the appropriate action to take. A leader attributes various factor(s) for a follower's performance (internal, external, stable, unstable). These ascribed attributions influence leader's expectations for future performance as well as his behavior toward the follower.
The attribution model suggests that leaders observe their followers’ behavior, make inferences about the causes of that behavior (i.e., whether it is the result of internal, personal factors or of external, circumstantial ones), and then respond on the basis of those inferences. Attribution is the name given to this subjective process, in that we attribute causes, results, problems, and so on, to others, often with less than adequate information on which to base our judgment.
Internal attributions include follower’s lack of interest, inexperienced followers, absenteeism by followers, or any other cause due to follower’s side.
If a leader attributes a follower's poor performance to internal factors such as low effort or a lack of ability, he or she may reprimand, dismiss, or provide training for the employee concerned. If a manager attributes an employee's poor performance to a lack of effort, then it will impact employees' performance appraisal poorly.
External causes include, poor performance mainly due to machines break down, tool break down, material inventory problem, material quality problem, or any other cause by external factors, which are beyond the control of followers
If, however, poor performance is attributed to external factors such as a lack of material, or to work overload, the leader would need to concentrate on these factors and improve the situation instead of giving negative feedback to the employee. If a manager perceives that an employee's poor performance is due to a lack of skill, the manager may most likely assign the employee to required training or provide some assistance in terms of instructions or coaching.
The leader will take corrective action:
For example, a manager who makes an internal attribution by concluding that an employee’s poor performance on a recent project was due to personal characteristics that led to lack of motivation, he is likely to decide on a harsher disciplinary action. Corrective action is more likely to be punitive in nature when attributed to lack of effort
However if he made an external attribution by assigning the reason of poor performance to the situation like a lockout situation say due to corona pandemic, the person was not able to visit clients and hence the decline in sales volume, the corrective action by the manager will be targeted towards remedying the situation.
Attributions are critical to management because managers' and employees' judgments and actions are often based on perceived causes of behavior. Given below are some implications for organizations:
Attribution theory of leadership assumes that individuals make inferences about leadership ability by observing and interpreting certain environmental and behavioral cues. Leaders make attributions (try to understand) about the cause of the performance before deciding on the appropriate action to take. A leader attributes various factor(s) for a follower's performance (internal, external, stable, unstable). These ascribed attributions influence leader's expectations for future performance as well as his behavior toward the follower.
An example of attribution theory could be a manager who makes an internal attribution by concluding that an employee’s poor performance on a recent project was due to personal characteristics that led to a lack of motivation. Once he makes such a judgment, he is likely to decide on a harsher disciplinary action. In this case, the corrective action is more likely to be punitive in nature as it has been attributed by the manager to lack of effort.
An example of a manager making an external attribution is when he assumes that the poor performance of the employee is due to external situations. For example, due to lockdown situation created by corona pandemic, the employee was not able to visit clients to make sales calls, and hence there was an observed decline in sales volume. In this case, the manager has assigned the cause to external attribution and the corrective action by the manager will be targeted towards remedying the situation either by lowering his targets or looking for virtual sales opportunities.
Attributions theory means a lot for management because it establishes that managers' and employees' judgments and actions are often based on perceived causes of behavior. Managers make perceptions about employees based on observed performance and derived attributions to causes. Managers will eventually make a performance-related judgment based on observed behavior and attributions. These decisions based on attributions may influence employee motivation both positively and negatively and hence understanding attributions can improve managerial effectiveness.
The psychodynamic approach to leadership has its roots in the work done by Sigmund Freud. These involved psychological theories of personality development and explaining leadership using psychoanalytic concepts. It tries to define a person is in terms of personality traits. Personality structured into three parts (i.e., tripartite) - the id, ego, and superego.
The Systemic Approach to Leadership
The systemic approach to leadership looks at the organization as a whole and focuses on the understanding of the organization as a system. Moving to systems thinking demand managers to view organizations as organic systems. Leaders are also part of this complex system which is constantly undergoing change and evolving. The leaders need to manage the relations and networks within these systems by acting with systemic awareness.
Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards common vision using their charm and persuasiveness. These charismatic leaders act as role models and exhibit extraordinary characteristics that inspire devotion and motivation in followers to persuade change. Leaders are able to cultivate a profound sense of trust with the group of followers.
Rensis Likert studied the patterns and styles of managers and developed four management systems known as Likert's management systems. These styles developed by him are known as Likert management systems. System 1 - Exploitative Authoritative; System 2 - Benevolent Authoritative; System 3 - Consultative and System 4 - Participative.
Lewin’s Change Management Model
Lewin's change management model is a framework for managing organizational change. Lewin's methodology of different Leadership Styles recognizes three distinct stages of change - creating the perception; moving toward the new desired level of behavior and, ensuring new behavior as the norm.
Process & Stages of Creativity
Creative ideas do not come just like that. There is a process to it. There are a number of techniques of creativity to support the generation of ideas but the widely practiced ones are brainstorming and lateral thinking. Most innovations are not so much the product of sudden insights as they are the result of a conscious process that often goes through multiple stages. The creative process can be divided into four stages of preparation, incubation, evaluation, and implementation.
Participative Leadership Theories
Participative leadership theories rely on the involvement of different participants and suggest that the ideal leadership style is one that takes the inputs of others into account. Participative leaders encourage participation and contributions from group members and involve them in the decision-making process. Participative leadership tries to achieve through people, teamwork and collaboration.
Life cycle theory of Leadership
Situational Leadership Theory was first introduced in 1969 as the life cycle theory of leadership. This theory suggests that type of leadership style appropriate in a given situation depends on the maturity of the follower. As per life cycle theory, leader need to match the leadership style according to the situation and leader behavior varies as the group matures.
Trait Theory of Leadership is based on the assumption that people are born with inherited traits and some traits are particularly suited to leadership. The theory aims to discover specific leadership & personality traits and characteristics proven to predict the likelihood of success or failure of a leader.
Symbolic Interaction and Social Change
George Herbert Mead, an American philosopher, affiliated with the University of Chicago founded the theory of symbolic interactionism. A major aspect of this is that people interact by symbols both verbal and non-verbal signals and every interaction makes a contribution to the mental make-up of the mind thus every interaction with someone, changes you and you go away a different person signifying that humans and change go together.
© 2023 TechnoFunc, All Rights Reserved