THE BIASING EFFECTS OF SUBORDINATE LIKEABLENESS ON LEADERS' RESPONSES TO POOR PERFORMERS: A LABORATORY AND A FIELD STUDY
通过实验室和现场研究，发现领导者对可爱与不可爱下属的低绩效归因相似，但更倾向于惩罚不可爱下属，这对组织纪律政策有启示。
A laboratory and a field study investigated the biasing effects of subordinate likableness on leaders' attributions for subordinate poor performance and their corrective actions toward subordinates. In the laboratory study, 96 undergraduate students served as leaders and were presented with a vignette describing an incident of poor performance committed by either a liked or a disliked subordinate. Leaders made attributions for the poor performance and then rated the appropriateness of a series of corrective actions. Analyses revealed that leaders made similar attributions for the poor performance of liked and disliked subordinates, but were more inclined to punish a disliked subordinate than a liked subordinate. A second study replicated these findings with 98 leaders in an actual organization. Implications of the results for disciplinary policies are discussed.