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.