In the eye of the beholder: how self-other agreements influence leadership training outcomes as perceived by leaders and their followers

Abstract

Based on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

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Item Type:	Article
Authors/Creators:	Nielsen, K. https://orcid.org/0000-0001-9685-9570 Tafvelin, S. von Thiele Schwartz, U. Hasson, H.
Copyright, Publisher and Additional Information:	© The Author(s) 2021. Open Access: This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.
Keywords:	Leadership training; polynomial regression; full range leadership; perceptual distance; self-other agreement
Dates:	Accepted: 22 December 2020 Published (online): 13 January 2021 Published: February 2022
Institution:	The University of Sheffield
Academic Units:	The University of Sheffield > Faculty of Social Sciences (Sheffield) > Management School (Sheffield)
Depositing User:	Symplectic Sheffield
Date Deposited:	13 Jan 2021 11:00
Last Modified:	10 Feb 2022 15:21
Status:	Published
Publisher:	Springer Nature
Refereed:	Yes
Identification Number:	10.1007/s10869-020-09730-3
Open Archives Initiative ID (OAI ID):	oai:eprints.whiterose.ac.uk:169568

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In the eye of the beholder: how self-other agreements influence leadership training outcomes as perceived by leaders and their followers

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