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首页> 外文期刊>Management research review >Comparing multisource ratings: can I believe what they say about my leadership behaviour?
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Comparing multisource ratings: can I believe what they say about my leadership behaviour?

机译：比较多来源评分：我能否相信他们对我的领导行为的评价？

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Purpose - This paper aims to investigate whether the feedback managers receive from their work colleagues is based on a shared understanding of their leadership behaviours. This similarity in perception is called conceptual equivalence. The study also took into account the managers' and their work colleagues' expectations. Design/methodology/approach - A total of 441 managers participated in a 360-degree feedback programme that sought responses from their bosses (n = 380), peers (n = 1,621) and subordinates (n = 1,680). The instrument used was the Competing Values Framework 16-item survey, which describes the leadership behaviours that managers must display to be effective. It also measures the behaviours they consider important. Confirmatory factor analysis was conducted on the rating scores of the managers and the three hierarchical levels of their work colleagues to determine conceptual equivalence between self and work colleagues' ratings. Conceptual models were formulated and compared by testing for factor form equivalence. Findings - Conceptual equivalence was found across all rater groups for both leadership behaviours displayed and the importance of leadership behaviours. Practical implications - This paper provides managers and human resource professionals with useful insights on how to improve the use of 360-degree feedback processes by ensuring that conceptual equivalence is established for feedback supplied by raters from different hierarchical levels. The findings also stress the importance of including expectations when receiving feedback on leadership behaviours. Originality/value - This study contributes to the literature on the benefits of determining the conceptual equivalence of feedback received by managers from various work colleagues. A second contribution is the inclusion of expectations in the feedback process, as none of the previous work has included such a measure.
机译：目的-本文旨在调查管理者从同事那里获得的反馈是否基于对领导行为的共同理解。这种感知上的相似性称为概念对等。该研究还考虑了经理及其工作同事的期望。设计/方法/方法-共有441位管理人员参加了360度反馈计划，该计划寻求老板（n = 380），同伴（n = 1,621）和下属（n = 1,680）的回应。所使用的工具是“竞争价值框架”的16个项目的调查，该调查描述了管理人员必须表现出的领导行为才能有效。它还可以衡量他们认为重要的行为。对管理者的等级评分及其工作同事的三个等级进行了验证性因素分析，以确定自我和工作同事的评分之间的概念等效性。制定了概念模型，并通过测试等效形式来进行比较。调查结果-在所有评估者组中，对于所展示的领导行为和领导行为的重要性都发现了概念上的对等。实际意义-本文为管理人员和人力资源专业人士提供了有用的见解，以帮助他们通过确保为来自不同层次级别的评估者的反馈建立概念上的等效性，从而改善360度反馈过程的使用。研究结果还强调了在收到有关领导行为的反馈时，包括期望的重要性。原创性/价值-这项研究有助于确定管理人员从各个工作同事那里收到的反馈在概念上是否等同的益处。第二个贡献是在反馈过程中包含了期望，因为先前的工作都没有包含这种措施。

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