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Implicit leadership effects on multi‐source ratings for management development

Dean Porr (Department of Management and Information Systems, College of Business Administration, Kent State University, New Philadelphia, Ohio, USA)
Dail Fields (School of Leadership Studies, Regent University, Virginia Beach, Virginia, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 October 2006

2098

Abstract

Purpose

To determine the effect that implicit leadership theories have on the relevance of 360‐degree review techniques used to assess managerial behavior.

Design/methodology/approach

The relationships of subordinate, superior and self ratings of manager leader behaviors with three performance indicators were examined in 60 retail stores located in the USA.

Findings

Nearly, all of the subordinate ratings of manager behaviors were significantly related to performance of internal processes, while nearly all ratings of the same manager provided by superiors were related to performance in store merchandizing.

Research limitations/implications

The performance indicators were derived from company records, independent of influence from the rater groups.

Practical implications

Multi‐source ratings of managerial behaviors may be based on overall work unit performance rather than observation and should be assessed and interpreted cautiously in providing feedback for management development.

Originality/value

The ratings of managerial behaviors may reflect implicit leadership models activated by observation of store performance rather than rater observations of the manager's behaviors.

Keywords

Citation

Porr, D. and Fields, D. (2006), "Implicit leadership effects on multi‐source ratings for management development", Journal of Managerial Psychology, Vol. 21 No. 7, pp. 651-668. https://doi.org/10.1108/02683940610690196

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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