Examining the Equivalence of Rater Groups in 360-Degree Feedback for Use in Leadership Development
This study assessed the seldom-considered aspect of measurement equivalence across the three most common rater groups in 360-degree feedback systems. The graded response model for polytomous items was used to assess differential functioning of items and tests and applied to an archival data set of 664 ratees to determine the equivalence of peer, subordinate, and supervisor ratings of four leadership competencies. The results indicate that the leadership competencies were invariant across the three rater groups. The results and conclusions produced are discussed with practical implications in mind.
Feedback, Leadership, Multirater, Three-hundred-sixty-degree feedback, Industrial and Organizational Psychology, Quantitative Psychology
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