Emotion and attribution of intentionality in leader–member relationships

Abstract

In this article, we present a model of emotions and attributions of intentionality within the leader-member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion, and attempt to evoke emotion in their members. The second is that leadership is a process of social interaction and is therefore is appropriately defined in terms of social psychological theories such as attribution theory. Our focus is on the perspective of members, not the leaders. Specifically, members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either 'true' or 'pseudo' transformational leadership. These attributions are determined by and themselves influence the members' emotions. We describe each of the elements of the model, and conclude with discussion of the implications of the model for theory, research, and practice. Emotion and Attribution of Intentionality in Leader-Member RelationshipsPage 3 EMOTION AND ATTRIBUTION OF INTENTIONALITY IN LEADER-MEMBER RELATIONSHIPSLeadership is a process of social interaction where leaders attempt to influence the behavior of their followers (Yukl, 2002). As such, and as Calder (1977) and Martinko and Gardner (1987) suggest, leadership is appropriately defined in terms of basic social psychology theories such as attribution theory. In this paper, we present a model of emotion and attribution of intentionality within the leader-member relationship, where emotional intelligence plays a central role and the focus is on the leader-member interaction. Our model is based initially on Ferris, Bhawuk, Fedor, and Judge (1995), who discuss more general interactions between actors and observers in organizations. Here, we adapt their model to focus on transformational leader behaviors, how the behaviors are perceived by members observing the behaviors, and the role of emotions in the formation of member perceptions of the interaction.Researchers such as Gerstner and Day (1997) and Howell and Hall-Merenda (1999) have noted that members observe leader behaviors as part of the leader-member relationship. Green and Mitchell (1979) were the first to identify the link between attributions and leadermember exchange relationships (see also Ashkanasy, 1989). Later, Dienesch and Liden (1986) stressed that attributions and categorizations serve as critical inputs to the development of the relationship between leaders and those who follow them. The question arises, however, as to members' ability to perceive and to interpret their leader's intentions accurately. Specifically, when a leader attempts to influence his or her members, can the members discern if she or he is acting sincerely for the benefit of the organization and its employees? Or is the leader acting Emotion and Attribution of Intentionality in Leader-Member Relationships Page 4 manipulatively to achieve egocentric personal goals? In this paper, we propo...

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