Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
- Introduction
- Why people are crazy/irrational/biased
- People have basic differences in attributions
- Attributions come in to play on many occasions
- Talk objectives (1)
- Talk outline
- Foundations (1)
- Foundations (2)
- Thought experiment (1)
- Thought experiment (2)
- Basic premise
- Case example
- The attribution process (1)
- Principles
- Focus on leadership
- Studies by Mitchell and his colleagues
- Leadership research
- Attribution styles
- Optimistic style
- Pessimistic style
- The attribution process (2)
- The 16 self attribution styles (1)
- The 16 self attribution styles (2)
- You be the judge
- The attribution process (3)
- The 16 social attribution styles (1)
- The 16 social attribution styles (2)
- Effects of styles on leader-member relations
- Attributional biases
- Effects of biases on leader-member relations (1)
- Effects of biases on leader-member relations (2)
- Effects of biases on leader-member relations (3)
- Effects of biases on leader-member relations (4)
- Effects of biases on leader-member relations (5)
- Martinko, Moss, Douglas and Burkowski (2007)
- Abusive supervision (2011)
- Abusive supervision model (2012)
- Learned helplessness (1)
- Learned helplessness (2)
- Learned helplessness (3)
- Learned helplessness (4)
- Learned helplessness (5)
- Empowerment
- Empowerment and positive psychology
- Aggression in organizations
- Aggression research (1)
- Aggression research (2)
- Other areas (1)
- Other areas (2)
- Other areas (3)
- Reducing biases
- Criticisms
- RIP attribution theory
- Hurt but not dead
- Status check
- Future directions
- Attribution theory
- Conclusions
- Talk objectives (2)
- When to think about attributions
- Further realizations about attributions
- Concluding thought
This material is restricted to subscribers.
Topics Covered
- Definition of attributions
- The attribution process
- Attribution dimensions
- Locus of causality
- Stability
- Leadership and attributions
- Attribution styles
- Optimistic attribution style
- Pessimistic attribution style
- Self-attribution styles
- Social attribution styles
- Attribution biases
- Leader-member relations
- Learned helplessness
- Abusive supervision
- Empowerment
- Aggression
- Counterproductive behaviour
- Individual differences
- Future directions
Talk Citation
Martinko, M.J. (2014, February 4). Attribution theory in the organizational sciences [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 8, 2024, from https://doi.org/10.69645/RPZV7340.Export Citation (RIS)
Publication History
Transcript
Please wait while the transcript is being prepared...
0:00
Hi my name is Mark Martinko I'm a professor at
the University of Queensland formally as Florida State University.
I'm very excited to bring this material to you today.
I've been working on this area for the past 30 years and I
feel with the area has been a bit underappreciated.
The psychologists have spent a lot of time working on
attribution theory but organizational scientists have not,
so what we're going to talk about today is the role
of attribution theory place in organizational settings.
0:30
Did you ever wonder why people are so crazy or biased?
Sometimes you just can't get over the differences opinion that people have.
In the United States when I'm there I have my buttons on my radio,
set to NPR or Fox which is conservative and
liberal radio stations and if they're talking about the budget deficit,
gun control, gay rights whatever they're talking about you'd
have diametrically opposed views on the subject.
Despite the fact that they have basically the same facts.
In Australia where I'm at now,
we have the Australian Labor Party and
the Liberal National Coalition and they're not quite as polarized.
But nonetheless they see things differently and wives and husbands, labor-management,
landlords, tenants buyer, seller students,
teachers often see things from a different perspective.
We're going to talk about why that is.
1:25
The answer to why people see things differently at least in part is
there attributions their beliefs about why they succeed and why they fail.
If you fail some people will claim responsibility and say it was my fault,
other people will blame other people and the external environment.
Same way to success.
Many people take credit for success and tend to
blame other people for failure and so people have
basic biases in terms of the way they look at things and
the responsibility they take or in the blame they provide to other people.
That is in a nutshell a lot of what we're going to be talking about today.