Effects of implicit theories of performance on leadership and group process ratings
Parker, Christopher Paul
Dipboye, Robert L.
Master of Arts
Evidence cited as validating the Vroom-Yetton model has relied on managers' self-reports of the behavior they did or would exhibit. Research suggests that knowledge of group performance can bias both group process and leadership ratings. An experimental study was conducted to determine whether descriptive ratings of leader decision-making behavior are influenced by performance cues. Further, self-ratings of their behavior biased toward consistency with implicit theories of performance. Leader decision-making style & level of performance feedback were manipulated in a 2 x 3 factorial design. Leaders' self-ratings were influenced by high performance feedback toward consistency with their implicit theories of performance. When given high performance feedback, group members rated their leader as more participative than a non-interacting observer, but only in the participative leader condition. Contrary to prior research, group process ratings were not biased by performance feedback. Evidence suggesting that rating leader behavior influences ratings of group process is presented.
Industrial psychology; Social psychology