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Data on several hypothesized antecedents and consequences of subordinate agreement with the performance feedback received from their superiors were collected from over 700 employees. It was predicted that subordinates who agreed with their superior would report that their superior had higher credibility and gave more frequent, positive, and clear feedback than subordinates who disagreed with their superior. High agreement was also hypothesized to result in higher effort to performance expectancies, lower levels of role conflict and ambiguity, higher satisfaction with the superior and job, greater intent to remain in the organization, and greater commitment to the organizations than low agreement. All hypotheses were supported. Keywords: Performance appraisal, Performance feedback, Supervisor-subordinate agreement.
For 15 years and through two editions, this handbook has been indispensable for serious students of leadership. Now, in this third edition, Bass introduces a decade of new findings on the newest theories and models of leadership. With over 1,200 pages of essential information, Bass & Stogdill's Handbook of Leadership will continue to be the definitive resource for managers for years to come.
Leveraging behavior theory, coupled with a self-other-rater data collection process, this non-randomized quantitative study explored how differences in supervisor-subordinate upward influence behavior agreement and non-agreement affected supervisor ratings of subordinate effectiveness. Targets of the study were public college and university vice presidents (supervisors) and their direct reporting middle managers (subordinates). Eighty-one supervisor-subordinate dyads, or 162 individuals, participated in the study. Gathering data from study participants required the use of supervisor and subordinate influence behavior questionnaires (see Yukl, Seifert, & Chavez, 2008). In responding to questions presented in the questionnaires, subordinates provided "self" and supervisors provided "other" ratings on subordinate use of the eleven proactive influence behaviors considered. Previous research has demonstrated that subordinates who lacked an ability to successfully actualize upward influence behaviors diminished their likelihood of obtaining needed resources from supervisors (e.g., Applegate, 1982; Barry & Watson, 1996; Douglas & Gardner, 2004; Ferris, Judge, Rowland, & Fitzgibbons, 1994; Lamude & Scudder, 1995). The inappropriate selection, timing, and use of various upward influence behaviors has also been shown to have a deleterious effect on subordinate job performance ratings (Giacalone, 1985; Schlenker, 1980). As conjectured by Floyd and Wooldridge (1997) and Schilt and Lock (1982), the skillful use of upward influence behaviors by subordinates may be an important factor in the overall success of supervisors and organizations, in addition to subordinates. As few studies have considered supervisor-subordinate influence behavior agreement/non-agreement and its relationship to supervisor ratings of subordinate effectiveness within public institutions of higher education, further investigation of upward influence behavior and leader effectiveness within the context of these organizations was determined appropriate. For three of the influence behaviors investigated (i.e., rational persuasion, inspirational appeals, and consultation), study results indentified in-agreement/good and under-estimator subordinates as receiving significantly higher effectiveness ratings than subordinates who were in-agreement/poor or who over-estimated their use of these three influence behaviors. Although the study definitively established a relationship between increased subordinate effectiveness ratings and in-agreement/good and under-estimators, the study's design did not seek to determine whether supervisors and subordinates were actually aware of the perceptions each held with regard to subordinate use of upward influence behaviors. Only the researcher knew--by analysis of the data--the actual levels of congruency (i.e., agreement/non-agreement) that existed between supervisors and subordinates. The fact that supervisors provided higher effectiveness ratings for subordinates who under-estimated their use of rational persuasion, consultation, and inspirational appeals, suggests that supervisor perceptions of subordinate influence behavior may be more important than actual agreement (i.e., in-agreement/good or in-agreement/poor), as perceptions, rather than realities, may significantly persuade supervisor ratings of subordinate effectiveness.
This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment. Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.
Part of a three-volume set of books which are themed collections ofreprinted articles from the International Review of Industrial andOrganizational Psychology (IRIOP) from 1997-2001. Each volumeprovides collections around a topic area, with new introductionswritten by the editors for each volume. Written by leading scholarswith international reputations in their fields, this authoritativecollection provides a high quality, review that will be aninvaluable resource for students, researchers and practitioners. * Topic focussed, 'best of' collections on a specific themeconveniently incorporated into one book * Ideal for graduate study, dissertations, projects, seminars This volume covers key topics at the interface of human resourcemanagement (HRM) and Industrial/Organizational Psychology. Thechapters focus on the individual and are grouped into two sections:Personnel Psychology covering topics such as personnel selection,assessment, 360 degree feedback, assessment centres and cognitiveability testing and HRM which considers wider issues, includinglearning strategies, training, absence, turnover, commitment andthe psychological contract.