Effects of categorization, attribution, and encoding processes on leadership perceptions

Article Abstract:

In this study we compared two cognitive processes that are often thought to precede leadership perceptions: causal attributions and categorization. This was done by experimentally manipulating factors relevant to attributions (consensus information) and categorization (stimulus prototypicality). Dependent measures were undergraduate subjects' perceptions of the leadership exhibited by stimulus people, shown on a 12-min videotape of a management group. The interaction of the leader prototypicality and consensus information factors on leadership perceptions was opposite to that predicted by attribution theory. The experimental evidence suggested that the interaction effect was based on subjects' categorization of stimuli in terms of leadership. A methodology developed to measure encoding of on-going leader behavior allowed tests of the social-information-processing sequence involved in forming leadership perceptions. Results support recent propositions of social-information-processing theory and demonstrated the usefulness of the encoding methodology. (Reprinted by permission of the publisher.)

Methods, Management research

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A meta-analysis of the relation between personality traits and leadership perceptions: an application of validity generalization procedures

Article Abstract:

Leadership ability, leadership perception and personality traits are analyzed using meta-analysis techniques. This research indicates that leadership perceptions are closely related to intelligence, masculinity-femininity and dominance. The quantitative research techniques used cause the researchers to question the validity of earlier research related to contingency theories of leadership. At the crux of this research is the question as to whether measurements of leadership ability and leadership traits are as valid as measurements of leadership perceptions and leadership emergence. It is suggested that leaders do not emerge because of their own personality traits but due to the perceptions of others as to a their leadership abilities.

Executive ability

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Multiple role juggling and daily mood states in working mothers: an experience sampling study

Article Abstract:

The effects of multiple role juggling (i.e., simultaneously attending to demands of different roles) on daily mood states of employed mothers were examined. Subjects completed activity and mood questionnaires 8 times a day for 8 days. Multiple role juggling had immediate negative effects on task enjoyment and mood. However, contrast effects and habituation to role juggling occurred when mood and satisfaction were examined over time. Furthermore, mood states tended to spill over from one episode to the next within a day, but contrast effects were found across days. These results reflect the complex nature of psychological adjustment to multiple role occupancy. (Reprinted by permission of the publisher.)

Working mothers, Role conflict, Mood (Psychology)

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