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Many empirical studies have examined factors that influence ratings of performance. This study examined the rating variable performance of a single individual. Serial position of a single poor or good performance in a series of otherwise good or poor performances was manipulated to examine its effects on both ratings and recommended actions toward the ratee. Undergraduate students (N=564) viewed four videotaped lectures either in one session or over 4 days. Behavioral Observation Scale (BOS) ratings of performance across the four lectures were unaffected by a single poor performance in a series of good performances. Overall ratings on a one-item scale showed greater effects. In the single session conditions, a recency effect resulted such that the overall rating was given in the direction of the most recent performance. In the 4-day sessions, a single good performance did not elevate ratings of poor base performance; but a single good performance may have made establishment of a schema difficult and lowered ratings of good base performance. Similar results were also obtained for recommendations to punish the instructor. (ABL)

The Leader-Member Exchange (LMX) approach to leadership emphasizes the interactive nature of the superior-subordinate relationship, asserting that an individual's role in an organization is defined through a series of episodes with the supervisor. Because work-related values are potentially important subordinate characteristics in LMX development, a study was conducted to examine the role that leader and subordinate work values and leader attributions play in the development of supervisor-subordinate relationships. Undergraduate management students (N=111) with either high or low intrinsic and high or low extrinsic work values supervised the work of four theoretical subordinates. The work values of the "subordinates" were also manipulated. Analyses revealed that subordinates with high intrinsic or extrinsic work values were treated with greater negotiating latitude and were assigned more challenging tasks. Attributions for the subordinate's past high performance were more internal and less external when the subordinate had high intrinsic and extrinsic work values and when subordinates had work values similar to those of their leader. Furthermore, attributions for past subordinate performance were found to mediate the effect of work values on leader-subordinate exchanges. These findings suggest implications for organizational effectiveness. (NB)