Literaturnachweis - Detailanzeige
| Autor/inn/en | Bradley, Thomas P.; Allen, Jeff M.; Hamilton, Scott; Filgo, Scott K. |
|---|---|
| Titel | Leadership Perception |
| Quelle | In: Performance Improvement Quarterly, 19 (2006) 1, S.7-23 (17 Seiten)Infoseite zur Zeitschrift
PDF als Volltext |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Zeitschriftenaufsatz |
| ISSN | 0898-5952 |
| Schlagwörter | Leadership Effectiveness; Peer Evaluation; Job Performance; Personnel Evaluation; Feedback (Response); Factor Analysis; Models; Interrater Reliability; Measures (Individuals); Self Evaluation (Individuals); Correlation |
| Abstract | Multirater feedback, often called 360-degree feedback, is a popular development and assessment tool, especially for organizational leaders. Raters from different organizational levels, including subordinates, boss, peers, and self, rate the leader's performance. However, there seldom is strong agreement across rater groups. This study used the data from a commercially available 360-degree leader development feedback instrument and a second-order confirmatory factor analysis model to try to explain the differences in ratings between the groups. Rather than an explanation of the differences, what was found were two second-order factors that may be the underlying elements that all raters consider when observing leader performance. (Contains 2 figures and 5 tables.) (As Provided). |
| Anmerkungen | John Wiley & Sons, Inc. 111 River Street, Hoboken, NJ 07030-5774. Tel: 800-825-7550; Tel: 201-748-6645; Fax: 201-748-6021; e-mail: subinfo@wiley.com; Web site: http://www3.interscience.wiley.com/journal/117865970/home |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
| Update | 2017/4/10 |
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