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      The Importance of Attributional Complexity for Transformational Leadership Studies

      Sun, Peter Yih-Tong; Anderson, Marc Howard
      DOI
       10.1111/j.1467-6486.2011.01037.x
      Link
       onlinelibrary.wiley.com
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      Citation
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      Sun, P.Y.-T. & Anderson, M.H. (2012). The importance of attributional complexity for transformational leadership studies. Journal of Management Studies, 49(6), 1001-1022.
      Permanent Research Commons link: https://hdl.handle.net/10289/6362
      Abstract
      Attributional complexity refers to the capability of discriminating and integrating dimensions related to social judgment in order to understand social behaviour. While previous leadership research has examined the role of leader attributions, it has neglected the role of attributional complexity. We theorize and find support for a relationship between higher attributional complexity and transformational leadership behaviours, based on a sample of 100 leaders and their direct reports. Leaders who were more complex in their social judgments, attributing complex external and internal causes to others' behaviours and actions, were seen as more transformational by their direct reports. Our findings suggest that attributional complexity is a construct that warrants consideration in future research on both transformational leadership and leadership attributions.
      Date
      2012
      Type
      Journal Article
      Publisher
      Blackwell Publishing
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      • Management Papers [1135]
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