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http://dx.doi.org/10.5762/KAIS.2013.14.11.5497

Agreement in self-other ratings of leader effectiveness: The role of dark side personality  

Kim, Myoung So (Department of Industrial-Organizational Psychology, Hoseo University)
Han, Young Seok (Department of Industrial-Organizational Psychology, Hoseo University)
Cho, Inchul (Department of Psychology, Texas A&M University)
Publication Information
Journal of the Korea Academia-Industrial cooperation Society / v.14, no.11, 2013 , pp. 5497-5507 More about this Journal
Abstract
The purpose of this study was to investigate the effects of dark side personality traits on self-other rating agreement in leader effectiveness. Data were collected from 80 team leaders and their peers in college. Peers who conducted a team project were asked to assess performance of their team leaders on leader effectiveness, task performance, and contextual performance. The leaders were also asked to self-rate their performance on the same measures. Results indicated that there was disagreement of perceptions about personality traits between leader's self-ratings and the rating of others. First, leaders considered their own Bold, Diligent behaviors as positive influence on their leadership-related criteria, whereas peers of these leaders provided negative ratings. Also, leaders viewed Leisurely and Cautious characteristics as unrelated or negative to performance, whereas peers perceiveed these personality traits as positive to performance. Suggestions for future research were provided based on the findings.
Keywords
Dark side personality; HDS(Hogan Development Survey); Leader effectiveness; Self-other ratings agreement; SOA;
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