Attributional Complexity and Leadership: The Senegalese Context
This article offers an empirical test of the leadership attribution model based on the attributional complexity (AC) of managers and the accuracy of their attributions on subordinates. From a sample of executives and subordinates in Senegal, the following hypotheses are formulated: the AC of managers, the corrective strategies of managers and the perception of subordinates are linked to the accuracy of attributions, isomorphic attributions and subordinate satisfaction variables. Our study contributes to the literature on intercultural leadership. The results are discussed as well as the limits and future directions.