Search

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi-source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style. [ABSTRACT FROM AUTHOR]

This study investigated (a) the relative importance of a number of biographic (e.g., age, race, gender) and contextual (e.g., span of control, functional area) variables and their interactions on self--other agreement and (b) the relationship between self-other agreement and outcome variables such as performance and compensation. Usable data were collected from 3,217 managers and their multisource raters in 527 organizations. Multivariate regression procedures (as opposed to categorization procedures) were used to determine the sources of rating disagreement. Results indicated that a significant portion of variance in self--other ratings was accounted for by the set of background/context variables. Self-other agreement was also related to performance, compensation, and organizational level, though rating patterns differed. [ABSTRACT FROM AUTHOR]