Which Leadership Roles Matter to Whom? An Examination of Rater Effects on Perceptions of Effectiveness

Hong Kong University of Science & Technology Business School Research Paper

Leadership Quarterly, Vol. 11, No. 3, pp. 341-364, 2000

24 Pages Posted: 7 Aug 2007

See all articles by Robert Hooijberg

Robert Hooijberg

Rutgers, The State University of New Jersey - Rutgers University, Newark

Jaepil Choi

Hong Kong University of Science & Technology

Abstract

Using a 360-degree feedback approach, we examined the extent to which raters vary in the leadership roles they associate with effectiveness, as well as the extent to which self-ratings reflect those of other raters. Using data from 252 managers and their subordinates, peers, and superiors from the public utility industry, we found that, depending on the rater-ratee relationship, different leadership roles are associated with effectiveness. The managers themselves resembled their superiors the most in terms of the leadership roles they associated with effectiveness. These results lend support for the importance of 360-degree feedback for both practitioners and researchers. Organizational researchers, then, should not only examine levels of rater agreement, but also try to better understand what different raters consider critical leadership roles. This article is a step in that direction.

Suggested Citation

Hooijberg, Robert and Choi, Jaepil, Which Leadership Roles Matter to Whom? An Examination of Rater Effects on Perceptions of Effectiveness. Hong Kong University of Science & Technology Business School Research Paper; Leadership Quarterly, Vol. 11, No. 3, pp. 341-364, 2000. Available at SSRN: https://ssrn.com/abstract=1005309

Robert Hooijberg (Contact Author)

Rutgers, The State University of New Jersey - Rutgers University, Newark ( email )

180 University Avenue
Newark, NJ 07102
United States

Jaepil Choi

Hong Kong University of Science & Technology ( email )

Organizational Behavior
Clear Water Bay, Kowloon
Hong Kong

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