Attributional complexity and leadership

Abstract

Despite the importance of attributional complexity (AC) of managers in cross-cultural contexts, empirical tests of the relationship between AC and the degree to which managers make isomorphic (accurate) attributions are absent. This study provides a crucial contribution to the literature by focusing on the hitherto unexamined empirical link between AC and accurate attributions. This study also contributes to the literature by drawing on the psychological and leader attribution literature to delineate the processes resulting from the information processing of attributionally complex individuals who use complex schemata and then linking these processes to leadership in cross-national contexts. This article tests the theoretical propositions of the model focusing on the process through which AC of managers affects the accuracy of their attributions, subsequently leading to their behaviors that create the climate for leader effectiveness. We provide an empirical test with data from manager–subordinate dyads in France and India. The following hypotheses are supported: AC of managers is linked to accuracy of attributions, as perceived by subordinates and performance enhancement strategies of managers are linked to isomorphic attributions and to key outcome variables (subordinate satisfaction and leadership perceptions), with power distance being a critical moderator. By examining and showing evidence for the moderating impact of power distance, we also contribute to the cross-cultural management literature on leadership. Results are discussed, along with limitations/directions for future research.