Multisource Feedback and Leaders' Goal Performance: Moderating effects of rating purpose,rater perspective,and performance dimension

The main purposes of this study are to examine whether multisource feedback ratings predict leaders' organizational goal performance, and whether the relationships are consistent across the two rating purposes (developmental, administrative), two leadership dimensions behaviors (Consideration, Initiating Structure), and three rating perspectives (supervisor, self, and ‘other’ raters, i.e., peers and subordinates). Leaders (n=396) in a large organization in the transportation industry participated in two multisource feedback programs, the first for developmental purposes and the second 8 months later for administrative purposes. Approximately 1 month later, they were rated by their supervisor on their effectiveness in attaining five organizational performance goals (financial, safety, customer satisfaction, employee satisfaction, diversity). Results revealed that both developmental ratings and administrative ratings uniquely predicted leaders' goal performance. However, both leadership dimension and rater perspective moderated these relationships. Leadership behaviors associated with Consideration were stronger predictors of goal performance for supervisor ratings, whereas behaviors associated with Initiating Structure were stronger predictors of goal performance for self and other ratings.     

Self‐Supervisor Agreement: The Influence of Feedback Seeking on the Relationship Between Self and Supervisor Ratings of Performance1

Self‐assessment research has continued to search for those factors that increase self‐other rating agreement. The current field study investigated the feedback‐seeking strategies (i. e., monitoring and inquiry) used by 125 employees to obtain performance information, as well as the relationship between feedback‐seeking strategy use and self‐supervisor performance‐rating agreement. Results indicate that the frequency of monitoring reported by employees significantly moderated the relationship between self and supervisor ratings of performance. Individuals who reported higher levels of feedback seeking through monitoring were more likely to have self‐assessments that were congruent with their supervisors' ratings of performance.     

From self‐disclosure to prosocial behaviour: Feedback as a moderator

Prosocial behaviours and their correlates have been extensively studied; however, few studies have examined the linkage between self‐disclosure and prosocial behaviours. Three studies were conducted aimed at examining the relationship between self‐disclosure and prosocial tendencies, as well as the moderating role of feedback from the help provider's perspective. We hypothesized that participants' self‐disclosure was positively associated with his/her prosocial tendencies and that this association would be moderated by feedback received. The results generally support our hypotheses, and reveal that participants with higher levels of self‐disclosure tend to exhibit more prosocial tendencies (Studies 1 and 2), but this association was only true for those participants that received self‐disclosure feedback (Study 3). The present study suggests that, other than self‐disclosure, reciprocal feedback also plays an important role in promoting prosocial behaviours.     

Multisource Assessments of Behavioral Competencies and Selection Interview Performance

This study sought to determine whether and how ratings of leadership in a developmental multisource feedback program compare against those obtained by leadership selection decision makers. Seventy‐seven senior managers received feedback on eight competencies that also formed the basis of a subsequent promotional interview for senior executive positions. Each rating source displayed a unique perspective on the participants, but only the supervisor and peer ratings predicted performance on the interview. As well, peer, subordinate, and self‐ratings failed to improve upon the supervisors' predictions. The results also suggested a general performance factor underlying both the multisource assessments and the interview ratings.     

Rater Personality,Rating Format,and Social Context: Implications for Performance Appraisal Ratings

This study investigates the effects of rater personality (Conscientiousness and Agreeableness), rating format (graphic rating scale vs. behavioral checklist), and the rating social context (face‐to‐face feedback vs. no face‐to‐face feedback) on rating elevation of performance ratings. As predicted, raters high on Agreeableness showed more elevated ratings than those low on Agreeableness when they expected to have the face‐to‐face feedback meeting. Furthermore, rating format moderated the relationship between Agreeableness and rating elevation, such that raters high on Agreeableness provided less elevated ratings when using the behavioral checklist than the graphic rating scale, whereas raters low on Agreeableness showed little difference in elevation across different rating formats. Results also suggest that the interactive effects of rater personality, rating format, and social context may depend on the performance level of the ratee. The implications of these findings will be discussed.     

Effects of personality and gender on self–other agreement in ratings of leadership

We explore the role of leader personality (i.e., the Big 5 traits: Conscientiousness, Agreeableness, Openness, Extraversion, and Neuroticism) and gender in self–other (dis)agreement (SOA) in ratings of leadership. We contend that certain aspects of the leader's persona may be more or less related to self‐ or other‐ratings of the leader's behaviour if those aspects are (1) more or less observable by others, (2) more or less related to internal thoughts versus external behaviours, (3) more or less prone to self‐enhancement or self‐denigrating biases, or (4) more or less socially desirable. We utilize statistical methodologies that capture fully the effects of multiple independent variables on the congruence between two dependent variables (Edwards, 1995 , Organizational Behavior and Human Decision Processes, 64, 307), which previously have not been applied to this area of research. Our results support hypotheses predicting less SOA as leader Conscientiousness increases and greater SOA as Agreeableness and Neuroticism increase. Additionally, we found gender to be an important factor in SOA; female leaders exhibited greater SOA than did their male counterparts. We discuss the implications of these findings, limitations, and future research directions.

Practitioner points

• Popular practices such as 360‐degree feedback may reveal discrepancies between a person's self‐ratings and other's ratings.
• Although often attributed to a lack of self‐awareness, these discrepancies also may be explained by factors such as the personality and gender of the focal individual.

     

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

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.     

DEVELOPMENT ENGAGEMENT WITHIN AND FOLLOWING DEVELOPMENTAL ASSESSMENT CENTERS: CONSIDERING FEEDBACK FAVORABILITY AND SELF–ASSESSOR AGREEMENT

This study sought to understand employees' level of behavioral engagement in response to feedback received in developmental assessment center (DAC) programs. Hypotheses were drawn from theories of self‐enhancement and self‐consistency and from findings in the multisource feedback and assessment center literatures regarding recipients' perceptions of feedback. Data were gathered from 172 U.S. middle managers participating in a DAC program. Results suggested that more favorable feedback was related to higher behavioral engagement. When discrepancies between self‐ and assessor ratings were examined, overraters (participants whose overall self‐ratings were higher than their assessor ratings) tended to show less engagement in the program compared to underraters. However, pattern agreement on the participant's dimension profile did not significantly correlate with behavioral engagement. Based on these findings, avenues for future research are presented and practical implications are discussed.     

Development and Validation of Research Scales for the Leadership Multi‐rater Assessment of Personality (LMAP)

This article presents large‐sample developmental and validation research for a set of research scales of an existing 360‐degree personality measure, the LMAP 360 (Leadership Multi‐rater Assessment of Personality). In Study 1 (N = 1,771), we identified 6 broad domains underlying LMAP item clusters: Neuroticism, Dominance, Enthusiasm, Openness, Agreeableness, and Conscientiousness. Scales measuring these broad domains and their constituent facets showed strong internal consistency, inter‐rater reliability, and self‐informant correlations. In Study 2 (N = 729 and N = 694), we examined LMAP research scales’ convergent and discriminant validity against three well‐validated personality inventories (Goldberg's adjectives, the Big Five Inventory, and the Big Five Aspects Scales) and one measure of cognitive ability (the International Cognitive Ability Resource). LMAP research scales correlated strongly with corresponding scales from other inventories and were distinct from cognitive ability.     

Moderating Effects of Rater Personality on the Relation Between Candidate Self‐Monitoring and Selection Interview Ratings

The present study examined the moderating effect of rater personality – extroversion and sensitivity to others – on the relations between selection interview ratings and measures of candidate self‐monitoring (SM) and social anxiety (SA). In a real‐life military selection procedure setting in which 445 candidates and 93 raters participated, rater extroversion moderated the relation between candidate SM and selection interview ratings so that this relation was negative for raters low on extroversion and positive for raters high on extroversion. Rater extroversion was also found to moderate the negative relation between candidate SA and selection interview ratings. No support was found for the moderating effect of rater sensitivity to others. An explanation of the moderating effect of rater extroversion based on the assumption that extroversion is negatively related to critical interpersonal sensitivity was suggested.     

Antecedents and consequences of reactions to developmental 360° feedback

This study investigated the factors that influence leaders’ reactions to 360° feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were more motivated following feedback. We found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. Leaders’ reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time.     

Feedback type as a moderator of the relationship between achievement goals and feedback reactions

The aim of the current study is to shed new light on the inconsistent relationship between performance‐approach (PAp) goals and feedback reactions by examining feedback type as a moderator. Results of a field experiment (N = 939) using a web‐based work simulation task showed that the effect of achievement‐approach goals was moderated by feedback type. Relative to individuals pursuing mastery‐approach goals, individuals pursuing PAp goals responded more negatively to comparative feedback but not to task‐referenced feedback. In line with the hypothesized mediated moderation model, the interaction between achievement goals and feedback type also indirectly affected task performance through feedback reactions. Providing employees with feedback is a key psychological principle used in a wide range of human resource and performance management instruments (e.g., developmental assessment centres, multi‐source/360° feedback, training, selection, performance appraisal, management education, computer‐adaptive testing, and coaching). The current study suggests that organizations need to strike a balance between encouraging learning and encouraging performance, as too much emphasis on comparative performance (both in goal inducement and in feedback style) may be detrimental to employees' reactions and rate of performance improvement.     

The impact of rater agreeableness and rating context on the evaluation of poor performance

We tested the effects of rater agreeableness on the rating of others’ poor performance in performance appraisal (PA). We also examined the interactions between rater agreeableness and two aspects of the rating context: ratee self‐ratings and the prospect of future collaboration with the ratee. Participants (n= 230) were allocated to one of six experimental groups (a 3 × 2 between‐groups design) or a control group (n= 20). Participants received accurate, low‐deviated, or high‐deviated self‐ratings from the ratee. Half were notified they would collaborate with the ratee in a future task. High rater agreeableness, positive deviations in self‐rating, and the prospect of future collaboration were all independent predictors of higher PA ratings. The interactions between rater agreeableness and rating context were very small. We argue that conflict avoidance is an important motivation in the PA process.     

Feedback format: Does it influence manager's reactions to feedback?

This study investigated the influence of feedback format (text versus numeric/normative) on leaders' reactions to 360 degree feedback received from bosses, direct reports, and peers. Leaders who received numeric/normative feedback reacted more favourably than those who received text feedback regardless of the source. The reactions recipients experienced following feedback were relevant to changes in their number of development needs compared pre‐ and post feedback. Those who reacted negatively had a larger number of development needs reported post feedback while those who had positive reactions showed fewer development needs post feedback. These findings suggest that, contrary to predictions of feedback intervention theory (FIT), feedback that provided scores and comparative information was reacted to more positively than text feedback that provided only self‐relevant data. In addition, negative reactions to feedback were detrimental to future changes.     

Effects of Feedback on Self‐Evaluations and Self‐Regulation in Elementary School

Elementary school learners are typically highly confident when judging accuracy of their test responses, relatively independent of whether these are correct. While feedback has been shown to improve accuracy of adults' and adolescents' self‐evaluations and subsequent self‐regulation, little is known about beneficial effects for elementary school children. We investigated effects of fine‐grained feedback on fourth and sixth graders' self‐evaluations and restudy selections by presenting them the ideas they were meant to bring up in their test responses. One group received full‐definition feedback standards, whereas the other group received idea‐unit feedback standards. The two types of feedback strongly improved fourth and sixth graders' self‐evaluations for commission errors and for partially correct responses. While restudy selections before feedback were more adaptive for sixth than fourth graders, age differences disappeared after receiving feedback. Findings imply that feedback standards are a suitable tool to calibrate elementary school learners and to support effective self‐regulation.Copyright © 2017 John Wiley & Sons, Ltd.     

Self‐ratings in Training Programs: An Examination of Level of Performance and the Effects of Feedback

The level of agreement (mean differences and correlations) between self, peer and training staff ratings were examined in this study. The sample consisted of 545 participants who were undertaking a Royal Australian Airforce officer training program. Consistent with previous research there was strong agreement between training staff and peers and weak agreement between self‐ratings and ratings by others (training staff and peers). Accuracy of ratings was examined by (a) comparing the mean ratings of outstanding, average and below‐average performers; and (b) correlating difference scores with a measure of performance. The findings showed that below‐average performers have a less accurate view of themselves compared to outstanding performers. Finally, we examined the effects of negative feedback on self‐perceptions. The analyses indicated that after receiving negative feedback, average performers adjusted their self‐ratings. Various explanations were proposed together with practical implications for training.     

Evidence of the construct validity of developmental ratings of managerial performance

The construct validity of developmental ratings of managerial performance was assessed by using 2 data sets, each based on a different 360 degrees rating instrument. Specifically, the authors investigated the nature of the constructs measured by developmental ratings, the structural relationships among those constructs, and the generalizability of results across 4 rater perspectives (boss, peer, subordinate, and self). A structure with 4 lower order factors (Technical Skills, Administrative Skills, Human Skills, and Citizenship Behaviors) and 2 higher order factors (Task Performance and Contextual Performance) was tested against competing models. Results consistently supported the lower order constructs, but the higher order structure was problematic, indicating that the structure of ratings is not yet well understood. Multisample analyses indicated few practically significant differences in factor structures across perspectives.     

Behavioral and self‐reported aggression as a function of domain‐specific self‐esteem

On the basis of a domain‐specific theory of self‐esteem, it was hypothesized that functionally distinct domains of self‐esteem would predict aggression differentially. Participants completed self‐report measures of self‐perceived superiority, mate value, social inclusion, and global self‐esteem, as well as of aggression. Self‐assessed mate value emerged as a reliable, positive predictor, and social inclusion as a reliable inverse predictor, of self‐reported hostility and aggression. In a subsequent laboratory experiment, in which participants had an opportunity to aggress against the source of positive or negative feedback about a personal essay that they had written, mate value again predicted increased aggression, whereas global self‐esteem predicted decreased aggression. These main effects were moderated by the feedback manipulation, such that their respective simple effects were only present among participants that received negative feedback. Aggr. Behav. 00:1–11, 2005. © 2005 Wiley‐Liss, Inc.     

Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network

We developed and tested a model linking developmental experiences to leadership effectiveness and promotability through 2 mediating processes based on social cognitive and social capital theories. We hypothesized that a manager's exposure to 3 types of developmental experiences (formal development programs, developmental job challenges, and developmental supervision) would positively relate to supervisor's assessment of the manager's leadership effectiveness in the current job role and promotability within the organization through the manager's leadership self‐efficacy and size and quality of the manager's mentor network. Results based on a sample of 235 retail managers showed that leadership self‐efficacy and mentor network fully mediated the relationship between job challenges and promotability, whereas leadership self‐efficacy also fully mediated the relationship between job challenges and leadership effectiveness. Developmental supervision was indirectly related to promotability through mentor network. In addition, a 3‐way interaction analysis revealed that participation in formal development activities had a positive indirect relationship with leadership effectiveness and promotability mediated by leadership self‐efficacy when a manager experienced either lower levels of job challenge and developmental supervision, or higher levels of both. Our findings contribute to leadership knowledge by examining how both formal and informal developmental experiences relate to leadership effectiveness and promotability through social processes.     

The unique and combined benefits of accuracy and positive bias in relationships

An experiment investigated the independent and combined effects of receiving feedback from romantic partners that varied in both accuracy (i.e., profile agreement) and positive bias, as compared with one's self‐perceptions. Both members of 55 romantically involved couples were randomly assigned to receive either high or low levels of accurate or positively biased feedback ostensibly created from a comparison between their self‐ratings and their partner's appraisals. After receiving this feedback, participants rated how positive and intimate they felt in their relationships. As expected, both accuracy and positive bias in partner feedback had independent positive effects. Importantly, positive bias and accuracy were found to operate additively; participants who received feedback that was simultaneously positively biased and accurate rated their relationships particularly positively.