Effects of implicit theories of performance on leadership and group process ratings

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dc.contributor.advisorDipboye, Robert L.
dc.creatorParker, Christopher Paul
dc.date.accessioned2009-06-04T00:37:05Z
dc.date.available2009-06-04T00:37:05Z
dc.date.issued1990
dc.description.abstractEvidence cited as validating the Vroom-Yetton model has relied on managers' self-reports of the behavior they did or would exhibit. Research suggests that knowledge of group performance can bias both group process and leadership ratings. An experimental study was conducted to determine whether descriptive ratings of leader decision-making behavior are influenced by performance cues. Further, self-ratings of their behavior biased toward consistency with implicit theories of performance. Leader decision-making style & level of performance feedback were manipulated in a 2 x 3 factorial design. Leaders' self-ratings were influenced by high performance feedback toward consistency with their implicit theories of performance. When given high performance feedback, group members rated their leader as more participative than a non-interacting observer, but only in the participative leader condition. Contrary to prior research, group process ratings were not biased by performance feedback. Evidence suggesting that rating leader behavior influences ratings of group process is presented.
dc.format.extent102 p.en_US
dc.format.mimetypeapplication/pdf
dc.identifier.callnoThesis Psych. 1990 Parker
dc.identifier.citationParker, Christopher Paul. "Effects of implicit theories of performance on leadership and group process ratings." (1990) Master’s Thesis, Rice University. <a href="https://hdl.handle.net/1911/13459">https://hdl.handle.net/1911/13459</a>.
dc.identifier.urihttps://hdl.handle.net/1911/13459
dc.language.isoeng
dc.rightsCopyright is held by the author, unless otherwise indicated. Permission to reuse, publish, or reproduce the work beyond the bounds of fair use or other exemptions to copyright law must be obtained from the copyright holder.
dc.subjectIndustrial psychology
dc.subjectSocial psychology
dc.titleEffects of implicit theories of performance on leadership and group process ratings
dc.typeThesis
dc.type.materialText
thesis.degree.departmentPsychology
thesis.degree.disciplineSocial Sciences
thesis.degree.grantorRice University
thesis.degree.levelMasters
thesis.degree.nameMaster of Arts
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