Attributional Complexity: A Link Between Training, Job Complexity, Decision Latitude, Leader–Member Exchange, and Performance

Joellyn C. Townsend · Nancy Da Silva · Lorin M. Mueller · Pat Curtin · Lois E. Tetrick

36 citations0/0 files storedJournal of Applied Social Psychology

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Motivation

Abstract

Previous research demonstrated that individuals differ in the relative sophistication of their schemas for organizing and interpreting social stimuli (i.e., attributional complexity, or AC) and that AC has been linked to performance in social situations. In the present study, 420 employed students completed surveys for an investigation of the relationship between individual, work role, and job characteristics; AC; and job performance. Educational level and major predicted AC, but leader–member exchange (LMX), decision latitude (DL), and social/task complexity of the job did not. Contrary to expectations, social and task complexity did not interact with DL and LMX to predict AC. AC, DL, LMX, and educational level predicted job performance. Further, AC interacted with social complexity of the job to predict performance. The results suggest that AC may be both content and process based, and predictive of performance in certain jobs.

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References

1977Handbook of Industrial and Organizational Psychology.1976Motivation through the design of work: test of a theory 1988Illusion and well-being: A social psychological perspective on mental health.1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1997Overall job satisfaction: How good are single-item measures?1975A vertical dyad linkage approach to leadership within formal organizations 1973Leadership and Decision-Making 1983Advances in the psychology of human intelligence

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