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Agreeing to Disagree? Explaining Self–Other Disagreement on Leadership Behaviour

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  • Vogel, Dominik

    (University of Hamburg)

  • Kroll, Alexander

Abstract

Leadership research tends to treat differences among ratings of the same leaders as measurement error. Our study makes such varying perceptions of leadership behaviour its main phenomenon of investigation. We conceptualize divergent leadership ratings based on the difference between managers’ self-ratings and team members’ assessments of leadership behaviour. Using data from three Ger-man public organizations on 51 teams and 190 leader-follower dyads, we find that divergent leadership ratings are a function of managers’ motivation, their use of managerial reflection routines, and team members’ personality. The findings point to the importance of using multisource feedback and developing managers’ self- and other-awareness.

Suggested Citation

  • Vogel, Dominik & Kroll, Alexander, 2019. "Agreeing to Disagree? Explaining Self–Other Disagreement on Leadership Behaviour," SocArXiv 62ngj, Center for Open Science.
    • Handle: RePEc:osf:socarx:62ngj
    DOI: 10.31219/osf.io/62ngj
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    References listed on IDEAS

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    1. Erk P. Piening, 2013. "Dynamic Capabilities in Public Organizations," Public Management Review, Taylor & Francis Journals, vol. 15(2), pages 209-245, February.
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    3. Rick Vogel & Doris Masal, 2015. "Public Leadership: A review of the literature and framework for future research," Public Management Review, Taylor & Francis Journals, vol. 17(8), pages 1165-1189, September.
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    Cited by:

    1. Vogel, Dominik & Jacobsen, Christian Bøtcher, 2021. "Nonresponse bias in public leadership research: An empirical assessment," SocArXiv xshdw_v1, Center for Open Science.

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