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Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange.

Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships.

Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support.

This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

The purpose of this paper is to examine relationships between a priori‐chosen personality traits and the tendency for a manager to rate his/her job performance more favourably than well‐acquainted superiors, peers, and subordinates do.

The job performance of 204 managers was evaluated using multi‐source (i.e. 360E) ratings (self, subordinates, peers, and superiors). Managers also completed personality measures. Relationships between managers' personality and the tendency for managers to rate their own job performance higher than subordinates, peers, and superiors did were analyzed using advanced regression techniques.

The paper finds that self‐superior and self‐peer disagreement in performance ratings (i.e. self‐rating inflation) was associated with high Achievement and high Self‐Esteem. Additionally, self‐superior disagreement (i.e. self‐rating deflation) was associated with high Anxiety. Self‐subordinate disagreement was not associated with self‐rater personality.

The paper studied a single sample of financial services managers. Generalization requires cross‐validation with other occupational groups and organizations.

Human resources professionals should be informed that self‐superior and self‐peer disagreement (i.e. self‐rating inflation) in multi‐source job performance ratings is potentially beneficial because it is associated with personality traits that can facilitate positive responses to feedback. Peers and superiors should therefore not inflate their ratings of managers in an effort to reduce self‐superior and self‐peer disagreement in ratings.

This study improved upon most previous investigations of this topic by using a field setting, considering a wider range of personality variables, using 360( job performance ratings (self‐, supervisor‐, peer‐, and subordinate‐ratings) rather than just a subset of these rating sources, and employing superior statistical procedures.

The purpose of this paper is to provide a new interpretation of underestimation for the particular case of servant leadership, contending the ideas that underestimation is caused by lack of self-awareness or low self-esteem, and that self-other agreement is a necessary condition for self-awareness. Additional reflections are provided on the development of servant leadership in organizations.

A revision of the self-other agreement literature was done, with a focus on underestimation. The theoretical foundations of servant leadership were analysed. The main hypothesis was derived, including a set of supporting propositions. An empirical study was conducted based on a polynomial regression and 3D surface analysis, including 36 managers and 160 followers.

Underestimation was the strongest predictor of servant leadership effectiveness in generating psychological empowerment amongst followers. The theoretical revision provides arguments to support the claim that servant leaders underestimate themselves because of their humility and valuing of others.

With the increasing adoption of servant leadership, this study supports the need to develop specific processes for detecting, assessing, and developing servant leaders in organizations. Additional care is necessary on the interpretation of self-other ratings through 360-degree instruments in light of the leadership model being considered.

It is the first empirical study within the self-other leadership agreement that incorporates servant leadership. It provides an alternative explanation of underestimation for servant leaders. The paper also provides a reflection on the practical implications of underestimation for developing servant leadership in organizations.

This study seeks to examine the effects of a “personal effectiveness” training on both assertiveness and Psychological Capital (PsyCap) that were monitored before and after the training.

In addition to self‐ratings, other‐ratings were assembled to explore two ways in which they can contribute to the monitoring of intervention effects. To verify self‐reported results, and to predict participants' performance through the use of self‐other agreement.

Overall, rater and ratee scores showed a similar increase on assertiveness and most components of PsyCap. Self‐other agreement measures showed an increase in agreement for assertiveness and PsyCap after the training. Lastly, the type of relationship between rater and ratee appeared to have significant influence on the consistency between raters, such that agreement was higher for cohabiting partners than colleagues, supervisors or friends.

This study has created a better understanding of the role that the self‐other agreement and PsyCap can play in monitoring intervention effects.

This research paper aims to follow a line of research that examines the impact of elements of emotional intelligence (EI), particularly those related to self‐awareness, on self‐other agreement and performance.

This is a quantitative study that employs the same methodology as Sosik and Megerian to analyze survey data gathered from a matched sample of 146 managers and 1,314 subordinates at a large international technology company based in North America.

The analysis revealed that the relationship between EI and leader performance is strongest for managers who underestimate their leader abilities. Underestimators earn higher follower ratings of leader performance than all other agreement categories (In agreement/good, In agreement/poor, and Overestimators). The analysis also suggests that there appears to be a negative relationship between EI and leader performance for managers who overestimate their leader abilities.

Implications of the counterintuitive findings for underestimators as well as the imperative for further study utilizing alternative measures of EI are discussed.

Previous empirical work in this area used an ad hoc measure of EI. This study extends this work by utilizing a larger, business sample and employing a widely‐used and validated measure of EI, the Emotional Quotient Inventory. Results further illuminate the nature of the relationship between EI and self‐other agreement and provide a potential selection and development tool for the improvement of leadership performance.

Marketing persuasive materials are often displayed on a curved surface (e.g. a curved hallway). This study aims to investigate how the curvature (concave vs convex) of a display surface influences the persuasion of the marketing appeals presented on it.

The conceptual framework was tested in a field experiment, a lab experiment and two online experiments on Amazon Mechanical Turk. Analyses of variance and mediation analysis were used to test the hypotheses.

This research demonstrates that a concave (vs convex) display surface may increase persuasion for marketing materials with social appeals. This occurs because a concave surface enhances consumers’ perception of self–other overlap, which is matched with the content of the social appeal presented on it, thereby enhancing the appeal’s persuasiveness. It further identifies the appeal content as an important moderator of the effect; a convex (vs concave) display would enhance persuasion when the marketing materials contain personal appeals.

Future research could investigate how a time delay (e.g. hours, days) and the curvature of a display board or wall would play a role in the effect of display curvature.

The findings offer a novel, simple and cost-effective approach to enhance persuasion for both nonprofit and for-profit marketing materials.

This research contributes to the persuasion literature by investigating the impact of one ubiquitous but overlooked aspect of the message setting (i.e. the curvature of the message’s display surface) on persuasion while holding the message source and content constant. It also advances knowledge on consumer shape perception by examining an underexplored shape (i.e. the curved shape of a display surface) that is nondiagnostic in message persuasion.

Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self‐other agreement concerning the use of managerial skills using data gathered under a 360‐degree feedback process. Three hypotheses relating to managerial self‐awareness of both interactive and controlling skills are examined using data from 3,785 managers of a multinational firm located in the United States (US), United Kingdom (UK), and Malaysia. The two sets of managerial skills examined were found to be stable across the three national samples. The hypotheses were tested using polynomial regressions, and contour plots were developed to aid interpretation. Support was found for positive relationships between effectiveness and EI (self‐awareness). This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Self‐awareness of different managerial skills varied by culture. It appears that in low power distance (PD) cultures such as the United States and United Kingdom, self‐awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures, such as Malaysia self‐awareness of controlling skills may be crucial relative to effectiveness. These findings are discussed along with the implications for future research.

In order to determine the usefulness of multi‐source rating in different types of organizations, this study explored differences among organization types in four areas: leniency, interrater agreement, relationships between these ratings and effectiveness, and the relationship between agreement and effectiveness. Used self, subordinate, peer, and supervisor ratings for 1,080 target managers in six types of organizations: education, military, government, manufacturing, finance, and health. Interrater agreement was measured in three ways: an index of variance, a point‐difference categorization method, and categories of self‐other agreement. Results indicated that a leniency bias was present in educational institutions, after controlling for demographic characteristics. Interrater agreement was lowest in government agencies and highest in education and manufacturing organizations. In private sector organizations, more poor‐performing managers tended to over‐estimate their performance relative to the perceptions of others. Interrater agreement was positively related to effectiveness especially in education and finance organizations. Results suggest that multi‐source feedback may work differently in different types of organizations, and such differences may need to be taken into account by researchers, practitioners, and feedback recipients.

The paper attempts to answer “Will the shift from the locus of self to locus of others impact the magnitude of loss aversion?” and “Will different prices affect the self‐other asymmetry in choice?”.

The design is a two (locus: self vs others) by two (anchoring price: $30 vs $90) between‐subjects’ factorial with both the locus of evaluation and the monthly service plan charges (anchoring prices) as the between‐subjects’ factors.

The author finds that inertia equity is smaller when consumers evaluate peer customers than when they evaluate themselves to switch brands. It is also found that the locus effect is applicable to brands at various prices.

Further research should focus on the validations of the assumptions to support the empirical finding from the theoretical perspective.

Price reductions should be made personally relevant to the consumer and price increases should be made relevant to other things.

The locus effect expands the assessment of loss aversion from one (self or other) to two dimensions jointly (self and other). It demonstrates the impact of the locus of evaluation on the magnitude of loss aversion.

This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in‐agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in‐agreement, and both subordinates of underestimators and those in‐agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self‐awareness categories and transfer intent. Finally, subordinates of underestimators and those in‐agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.