Attribution of leadership in a resource management situation

In a resource management game we investigated how regular group members respond to a leader who promotes group success or fails to do so, while operating in a predictable or totally unpredictable environment. The subjects (N = 110) were confronted with a bogus leader who purportedly took decisions on behalf of the whole group. Performance of the leader and Predictability of the environment were manipulated by means of a 2 × 2 factorial design. As predicted, a failing leader received weaker endorsement than a successful leader (Performance main effect). The Performance × Predictability interaction effect was ascribed to two circumstances: (a) As predicted by the attributional approach of leadership (Calder, 1977; Pfeffer, 1977), endorsement of a successful leader was weaker in the Unpredictable than in the Predictable environment. However, (b) endorsement of a failing leader was not significantly weaker in the Predictable than in the Unpredictable environment. Additional data showed that regular group members' attributions played a mediating role.