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THE EFFECTS OF INTERRATER AND SELF‐OTHER AGREEMENT ON PERFORMANCE IMPROVEMENT FOLLOWING UPWARD FEEDBACK

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References

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1996Role of social desirability in personality testing for personnel selection: The red herring.924 cited

1980Performance rating.876 cited

Cited by

2000AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES210 cited
2004UNDERSTANDING SELF‐OTHER AGREEMENT: A LOOK AT RATER AND RATEE CHARACTERISTICS, CONTEXT, AND OUTCOMES197 cited
2007Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership144 cited
2007Multisource feedback: Lessons learned and implications for practice124 cited
2011The impact of emotional intelligence on accuracy of self‐awareness and leadership performance123 cited
2005Self-Other Agreement: Comparing its Relationship with Performance in the U.S. and Europe122 cited
2002Adaptive Self-Regulation: Meeting Others' Expectations of Leadership and Performance122 cited
2014Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention121 cited
2002Understanding and optimizing multisource feedback117 cited
2005The role of within‐group agreement in understanding transformational leadership104 cited
2000Which leadership roles matter to whom? an examination of rater effects on perceptions of effectiveness101 cited
2003The Effect of Upward Feedback on Managerial Behavior96 cited
2004Are the Characteristics of Narrative Comments Related to Improvement in Multirater Feedback Ratings Over Time?90 cited
2005Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs.78 cited
2001Self-Other Agreement on Charismatic Leadership76 cited
2008Person–environment fit or person plus environment: A meta-analysis of studies using polynomial regression analysis73 cited