Agreement in Self–Other Ratings of Leader Effectiveness: The role of demographics and personality

Abstract

Personality and demographic attributes for a set of 1221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360° feedback program. Polynomial regression was used to study the congruence of self‐ratings provided by focal managers relative to the different evaluative perspectives (i.e., immediate superior, peer, and subordinate). Analyses supported the prediction that focal manager's sex and age would be associated with the ratings provided by themselves and others. Plus, the tendency to overestimate one's own leader effectiveness relative to evaluations provided by others was found to be greater for males and older managers. Focal managers who expressed greater social sensitivity were evaluated more favorably by subordinates and peers, although not by superiors. Ratings of leader effectiveness from immediate superiors were, instead, more readily predicted by judgments of the performance of the focal manager's organizational unit relative to comparable units. Results of polynomial regression analysis, however, indicated that self–other agreement was related to the focal's sex, social sensitivity, and social dominance. Implications for understanding obstacles to openness to change are discussed.

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