Self-Other Differences And Perceived Effectiveness: A Look Across Culture Dimensions

<p>The use of 360-degree feedback is prominent across the world. Several studies have in-vestigated the impact of culture on different aspects of 360-degree feedback, such as self-other agreement, but very few have studied how ratings on these instruments predict perceptions of leadership effectiveness, and whether this relationship is the same across different societies. The present study seeks to narrow the gap between cross-cultural research and 360-degree feedback, by (a) investigating the role that culture plays on the self-other agreement and effectiveness relationship from a culture dimension perspective and (b) comparing how different cultural aspects help explain this relationship. As barriers across countries are lowered and more interaction across countries takes place, understanding differences between the leaders and others' perspectives becomes pivotal for leadership growth and development.</p>

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Open Access Dissertation

Discipline thesis:degree_discipline

Psychology

Year dc:date.available

2013

Author dc:creator

• Castano, Nathalie

Contributors dc:contributor

• Marcus W. Dickson

• 360-degree Feedback
• Cross-Cultural
• Leadership
• Leadership Development
• Psychology

Repository record dc:identifier

https://digitalcommons.wayne.edu/oa_dissertations/877

OAI identifier oai:identifier

oai:digitalcommons.wayne.edu:oa_dissertations-1876