Shared or different realities: Self–other agreement on constructive and passive leadership and employee outcomes

Abstract

Purpose

The purpose of this paper is to explore the consequences of self–other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate.

Design/methodology/approach

Questionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis.

Findings

SOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates’ perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates’ performance, while disagreement reduced their well-being.

Practical implications

It is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors.

Originality/value

The study demonstrates how SOA on leaders’ constructive and passive leadership behaviors impacts employees’ well-being, performance and work climate.

Citation

Hasson, H., von Thiele Schwarz, U. and Tafvelin, S. (2020), "Shared or different realities: Self–other agreement on constructive and passive leadership and employee outcomes", Leadership & Organization Development Journal, Vol. 41 No. 1, pp. 37-51. https://doi.org/10.1108/LODJ-02-2019-0092