The impact of performance cues on leader-behavior ratings: The role of selective information availability and probabilistic response bias

Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership

“…In both instances, the PCE was similar in magnitude, suggesting that knowledge of group performance primarily influenced ratings during the retrieval process. Several other studies have investigated and found support for the PCE (Binning & Lord, 1980;Butterfield & Powell, 1981;Gioia & Sims, 1985;Larson, 1982;Larson, Lingle, & Scerbo, 1984;Lord, Binning, Rush, & Thomas, 1978;Mitchell et al, 1977;Rush & Beauvais, 1981;Rush, Phillips, & Lord, 1981), demonstrating that knowledge of group performance influences ratings of leaders under a number of circumstances. However, these effects only occur when sensemaking is guided by person-based rather than situational attributions (Ensari & Murphy, 2003;Murphy & Jones, 1993).…”

Distributed leadership in teams: The network of leadership perceptions and team performance

“…An obvious limitation is that our data are cross-sectional and we cannot therefore make any definitive claims about causality. Leadership networks may influence group performance, but group performance may also influence the leadership networks that emerge in teams (e.g., Larson, Lingle, & Scerbo, 1984;Sherif & Sherif, 1953). Carefully designed longitudinal studies are needed to unravel these complex structural dynamics.…”

The Eye of the Follower

“…Followers' perceptions were shaped by group success and failure, paralleling the welldocumented effect of performance information on independent observers' perceptions (Larson, 1982;Larson et al, 1984;Nye & Simonetta, 1996, Study 1;Phillips, 1984;Phillips & Lord, 1981). Moreover, group members' perceptions after their losses were moderated by discounting information (i.e., flawed group materials), supporting Lord's claim that social perceivers engage in both automatic and controlled thinking as they evaluate leaders (Lord & Maher, 1990.…”