{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/90466"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/90466","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The eye of the beholder: a meta-analytic examination of the convergence between leader and observer perceptions of leadership","abstract":"\"The convergence between a leader's assessment of his/her leadership behaviors and assessments from the leader's subordinates, peers, and superiors—also known as \"\"leader insight\"\"—is linked to important organizational and leader outcomes. Unfortunately, many questions remain regarding the extent to which leaders have insight into their leadership behaviors. This study examines whether leaders' perceptions of their leadership behaviors are similar to or different from observers' perceptions. Importantly, we investigate whether leader-observer agreement is influenced by type of observer and type of leadership. First, we meta-analyzed the relationship (i.e., correlation) between leader- and observer-ratings along several dimensions of leadership (e.g., initiating structure, consideration, transactional, and transformational leadership). We found that leader-observer agreement was moderate overall but was stronger for task-oriented leadership behaviors (e.g., transactional) than for relationship-oriented leadership behaviors (e.g., transformational). Our findings also demonstrated that a leader's subordinates, peers, and superiors had similar views of the leader's behaviors. To better understand leader-observer agreement, we also meta-analyzed the differences in leader and observer mean-level reporting (i.e., Cohen's d). We found that leaders generally under-reported task-oriented leadership but over-reported relationship-oriented behaviors relative to observers. Last, our results indicated that sampling method and scale measure moderated leader-observer convergence. Implications of these findings for research, theory, and practice are discussed.\"","abstract_html":""The convergence between a leader's assessment of his/her leadership behaviors and assessments from the leader's subordinates, peers, and superiors—also known as ""leader insight""—is linked to important organizational and leader outcomes. Unfortunately, many questions remain regarding the extent to which leaders have insight into their leadership behaviors. This study examines whether leaders' perceptions of their leadership behaviors are similar to or different from observers' perceptions. Importantly, we investigate whether leader-observer agreement is influenced by type of observer and type of leadership. First, we meta-analyzed the relationship (i.e., correlation) between leader- and observer-ratings along several dimensions of leadership (e.g., initiating structure, consideration, transactional, and transformational leadership). We found that leader-observer agreement was moderate overall but was stronger for task-oriented leadership behaviors (e.g., transactional) than for relationship-oriented leadership behaviors (e.g., transformational). Our findings also demonstrated that a leader's subordinates, peers, and superiors had similar views of the leader's behaviors. To better understand leader-observer agreement, we also meta-analyzed the differences in leader and observer mean-level reporting (i.e., Cohen's d). We found that leaders generally under-reported task-oriented leadership but over-reported relationship-oriented behaviors relative to observers. Last, our results indicated that sampling method and scale measure moderated leader-observer convergence. Implications of these findings for research, theory, and practice are discussed."","abstract_has_math":false,"creators":["Lee, Angela"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"M.A.","degree_level":"Thesis","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":["Carpenter, Nichelle C.","Newman, Daniel A."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2016,"date_issued":"2016-07-07T19:52:43Z","date_published":"2016-07-07T19:52:43Z","updated_at":"2026-07-22T22:26:32Z","subjects":["leadership","self-other agreement","leader insight"],"languages":["en"],"rights":["Copyright 2016 Angela Lee"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/90466","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Carpenter, Nichelle C.","Newman, Daniel A."]},{"key":"dc:creator","label":"Author","values":["Lee, Angela"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2016-07-07T19:52:43Z","2016-01-29","2016-05"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Psychology"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Thesis"]},{"key":"thesis:degree_name","label":"Degree Name","values":["M.A."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["leadership","self-other agreement","leader insight"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2016 Angela Lee"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/90466"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["\"The convergence between a leader's assessment of his/her leadership behaviors and assessments from the leader's subordinates, peers, and superiors—also known as \"\"leader insight\"\"—is linked to important organizational and leader outcomes. Unfortunately, many questions remain regarding the extent to which leaders have insight into their leadership behaviors. This study examines whether leaders' perceptions of their leadership behaviors are similar to or different from observers' perceptions. Importantly, we investigate whether leader-observer agreement is influenced by type of observer and type of leadership. First, we meta-analyzed the relationship (i.e., correlation) between leader- and observer-ratings along several dimensions of leadership (e.g., initiating structure, consideration, transactional, and transformational leadership). We found that leader-observer agreement was moderate overall but was stronger for task-oriented leadership behaviors (e.g., transactional) than for relationship-oriented leadership behaviors (e.g., transformational). Our findings also demonstrated that a leader's subordinates, peers, and superiors had similar views of the leader's behaviors. To better understand leader-observer agreement, we also meta-analyzed the differences in leader and observer mean-level reporting (i.e., Cohen's d). We found that leaders generally under-reported task-oriented leadership but over-reported relationship-oriented behaviors relative to observers. Last, our results indicated that sampling method and scale measure moderated leader-observer convergence. Implications of these findings for research, theory, and practice are discussed.\"","Submission original under an indefinite embargo labeled 'Open Access'. The submission was exported from vireo on 2016-07-07 without embargo terms","The student, Angela Lee, accepted the attached license on 2016-01-28 at 12:08.","The student, Angela Lee, submitted this Thesis for approval on 2016-01-28 at 12:13.","This Thesis was approved for publication on 2016-01-29 at 11:39.","DSpace SAF Submission Ingestion Package generated from Vireo submission #9052 on 2016-07-07 at 13:26:53","Made available in DSpace on 2016-07-07T19:52:43Z (GMT). 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Unfortunately, many questions remain regarding the extent to which leaders have insight into their leadership behaviors. This study examines whether leaders' perceptions of their leadership behaviors are similar to or different from observers' perceptions. Importantly, we investigate whether leader-observer agreement is influenced by type of observer and type of leadership. First, we meta-analyzed the relationship (i.e., correlation) between leader- and observer-ratings along several dimensions of leadership (e.g., initiating structure, consideration, transactional, and transformational leadership). We found that leader-observer agreement was moderate overall but was stronger for task-oriented leadership behaviors (e.g., transactional) than for relationship-oriented leadership behaviors (e.g., transformational). Our findings also demonstrated that a leader's subordinates, peers, and superiors had similar views of the leader's behaviors. To better understand leader-observer agreement, we also meta-analyzed the differences in leader and observer mean-level reporting (i.e., Cohen's d). We found that leaders generally under-reported task-oriented leadership but over-reported relationship-oriented behaviors relative to observers. Last, our results indicated that sampling method and scale measure moderated leader-observer convergence. Implications of these findings for research, theory, and practice are discussed.\"","Submission original under an indefinite embargo labeled 'Open Access'. The submission was exported from vireo on 2016-07-07 without embargo terms","The student, Angela Lee, accepted the attached license on 2016-01-28 at 12:08.","The student, Angela Lee, submitted this Thesis for approval on 2016-01-28 at 12:13.","This Thesis was approved for publication on 2016-01-29 at 11:39.","DSpace SAF Submission Ingestion Package generated from Vireo submission #9052 on 2016-07-07 at 13:26:53","Made available in DSpace on 2016-07-07T19:52:43Z (GMT). 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