Making Sense of Subordinate Feedback for Leadership Development
研究检验了领导力发展项目中利用下属反馈的三个假设，发现下属能区分不同领导维度，但领导的组织角色显著影响评分，且组织奖励仅与一个维度弱相关。
Many leadership development programs assume that m anagers utilize feedback from subordinates to prepare a personal improvement agenda. Encouraging the use of such feedback assumes that (a) raters can clearly distinguish between different dimensions of leadership behavior, (b) that the data reflect managers’ personal leadership style or predispositions rather than other, external influences, and (c) that the rated behaviors are valued by the organization. This study examines the validity of these assumptions in a sample of engineering managers undergoing leadership training. Results indicate that although subordinates did make distinctions between different leadership dimensions, organizational roles of the leaders were significantly related to such ratings, and organizational rewards were significantly but weakly related to only one of five leadership dimensions being assessed. Results are discussed in terms of their implications for leaders and organizations trying to make sense of subordinate data in leadership development contexts.