CROSS‐SITUATIONAL SPECIFICITY IN MANAGERs' PERCEPTIONS OF SUBORDINATE PERFORMANCE, ATTRIBUTIONS, AND LEADER BEHAVIORS
研究考察了管理者对下属绩效、归因和领导行为的感知是否跨情境一致，基于377名海军管理者的数据发现这些感知具有跨情境特异性，即随情境变化。
Managers' perceptions of subordinates' performance, causes (attributions) of subordinates' performance, and the leader behaviors they employed toward subordinates were examined from the standpoint of cross‐situational consistency versus cross‐situational specificity. Cross‐situational consistency would be indicated if managers' perceptions of performance, attributions, and leader behaviors were stable over different situations, whereas cross‐situational specificity would be indicated if these same perceptions indicated reliable variation, as a function of situation. Empirical results for 377 Navy managers provided strong support for cross‐situational specificity. Results are discussed in relation to prior research, generated by interactional theory on consistency versus specificity of responses across situations, and in relation to research and developmental needs in leadership, attribution theory, and performance evaluation.