Self‐assessment and rater‐assessment as a dimension of management development

Abstract

Abstract In light of mixed findings in the literature regarding the congruence between self‐assessment and those provided by others, this study investigated differences between the self‐ratings of managers and others (supervisors, subordinates, peers) using an instrument assessing twenty specific management skills areas derived from job analysis procedures. Data on 335 managers working in several large organizations (health care, aerospace, utility) who recently received feedback were used to compare self‐other ratings along each management practice skill area. The results indicated that the amount of agreement between managers and the others describing them was moderately low, with correlation coefficients ranging from .122 to .295 (p < .05). Paired t‐tests revealed that managers consistently reported practicing specific skills more frequently than others who rated them across the majority of skill areas. Implications for practice and future research are discussed.

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