Paul Harvey, James K. Summers and Mark J. Martinko
We review past research on the relationship between attributional perceptions, emotions, and workplace aggression and develop a conceptual model that extends this research in two…
Abstract
We review past research on the relationship between attributional perceptions, emotions, and workplace aggression and develop a conceptual model that extends this research in two ways. First, we consider the influence of controllability attributions on the type (otherdirected, self-directed, hostile, non-hostile) and likelihood of aggressive responses to negative workplace outcomes and situations. Second, we consider the extent to which discrete negative emotions might mediate these attribution-aggression relationships. Implications for anticipating and preventing workplace aggression based on this conceptual model are discussed.
Mark J. Martinko and Scott C. Douglas
The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate…
Abstract
The high failure rate for expatriate leaders is well documented. One major cause of these failures has been identified as the incongruencies in the perceptions of expatriate leaders and the host members that they manage. This article describes theory and research which suggests that a potential explanation for at least some of these perceptual incongruencies is that they are a result of culturally‐based attributional biases interacting with self‐serving and actor‐observer attributional biases. Although not all of the interactions of these biases result in incongruent perceptions, some interactions appear to be particularly prone to result in incongruent perceptions such as when leaders from highly individualistic and low context cultures interact with members from highly collectivistic and high context cultures. Suggestions for research and interventions designed to reduce incongruent attributions between leaders and members are discussed.
Michael J. Gundlach, Mark J. Martinko and Scott C. Douglas
Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and…
Abstract
Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and other positive organizational outcomes. Less research has addressed the processes that shape individual efficacy levels. This article explores the role of emotional intelligence and causal reasoning patterns in the development of self‐efficacy beliefs. A research model is forwarded along with associated propositions. Lastly, the implications, limitations, and future research directions of this research are discussed.
Jeremy R. Brees, Jeremy Mackey and Mark J. Martinko
This paper emphasizes that employee attributional processing is a vital element in understanding employee aggression in organizations. The purpose of this paper is to summarize…
Abstract
Purpose
This paper emphasizes that employee attributional processing is a vital element in understanding employee aggression in organizations. The purpose of this paper is to summarize attributional perspectives and integrate recent theoretical advances into a comprehensive model.
Design/methodology/approach
The paper achieved its objectives by reviewing and integrating research and theories on aggression, cognitive processing, and attribution processes to explain how employee aggression unfolds in the workplace. Propositions are suggested.
Findings
It was found that early conceptualizations proposing that employee attributions and attribution styles would play important and significant roles in predicting employee aggression were supported by recent research enabling theoretical advancements.
Originality/value
Over the last 15 years, research advances show how attributions influence employee aggression. This paper integrates recent theoretical advances with prior empirical evidence and provides a comprehensive model exhibiting how attributions influence aggression in the workplace.
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Paul Harvey, Mark J. Martinko and Nancy Borkowski
Building on a recent study of Weiner's (1985a) attribution–emotion–behavior model, we examine the extent to which negative affective states mediate the relationship between…
Abstract
Building on a recent study of Weiner's (1985a) attribution–emotion–behavior model, we examine the extent to which negative affective states mediate the relationship between attributions for undesirable outcomes and the ability to justify ethically questionable behaviors. Results of a scenario-based study indicated that causal attributions were associated with affective states and behavioral justification in the general manner predicted. Affective states were not associated with behavior justification, however, indicating that only a direct association between attributions and justification existed. Implications for future research on attributions and emotions are discussed.
Paul Harvey, Mark J. Martinko and Scott C. Douglas
The purpose of this article is to develop a conceptual model predicting the influence of biased causal explanations for subordinate behaviors and outcomes on a leader's…
Abstract
Purpose
The purpose of this article is to develop a conceptual model predicting the influence of biased causal explanations for subordinate behaviors and outcomes on a leader's functionality and the quality of leader‐member relationships.
Design/methodology/approach
Attribution theory is used to analyze the effect of leader perceptions and emotions on the functionality of leader‐member relationships. It is predicted that the negative emotions and expectancies stemming from biased leader attributions will promote dysfunctional leader behaviors. These dysfunctional behaviors, in turn, are believed to reduce the quality of leader‐member relationships.
Research limitations/implications
Although much of the proposed model is based on empirical evidence, it is acknowledged that some key relationships have not been tested directly in past research. It is suggested that future research can seek to validate these aspects of the model. It is also suggested that future research explore the role of subordinate, as well as leader, attributions in dysfunctional relationships.
Practical implications
Several implications of the model for promoting functional leadership in organizations are described. The importance of leaders being aware of their attributional biases is indicated and information provided on how to assess one's attribution style. Also discussed are implications for reducing situational ambiguity and increasing causal feedback in the workplace.
Originality/value
This paper builds on past attribution theory research to address a shortage of research on the cognitive, interpersonal aspects of functional and dysfunctional leadership.
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Mark J. Martinko and Paul Fadil
Operant technologies have been criticized as being too micro‐orientedand simplistic to apply to the complex problems and interdependentissues associated with major organizational…
Abstract
Operant technologies have been criticized as being too micro‐oriented and simplistic to apply to the complex problems and interdependent issues associated with major organizational change and development efforts. Describes an organization change and development effort in an international brewery that used operant principles as the theoretical foundation for guiding the intervention. Illustrates that operant principles may be particularly advantageous for organizational change efforts in that the emphasis on behaviourally‐based problem definitions and measurement provides a solid foundation for problem identification, problem solving, and the development of concrete action plans.
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Wilfred J. Zerbe, Charmine E.J. Härtel and Neal M. Ashkanasy
The chapters in this volume are drawn from the best contributions to the 2006 International Conference on Emotion and Organizational Life held in Atlanta, in conjunction with the…
Abstract
The chapters in this volume are drawn from the best contributions to the 2006 International Conference on Emotion and Organizational Life held in Atlanta, in conjunction with the Academy of Management's Annual Meetings. (This bi-annual conference has come to be known as the Emonet conference, after the listserv of members). The selected conference papers were then complemented by additional invited chapters. This volume contains six chapters selected from conference contributions for their quality, interest, and appropriateness to the theme of this volume, as well as eight invited chapters. We acknowledge in particular the assistance of the conference paper reviewers (see Appendix). In the year of publication of this volume the 2008 Emonet conference will be held in France, and will be followed by Volumes 5 and 6 of Research on Emotion in Organizations. Readers interested in learning more about the conferences or the Emonet list should check the Emonet website http://www.uq.edu.au/emonet/.
Ask a manager what she/he does. She/he will probably tell you about functions or processes such as planning, organising, budgeting, and controlling (Fayol 1949).