William A. Gentry

A study of the discrepancy between self- and observer-ratings on managerial derailment characteristics of European managers

Managerial derailment is costly to managers, their co-workers, and their organization. Knowing whether discrepancies (i.e., differences, dissimilarity, disagreement, incongruity) exist between self- and observer- (subordinates, peers, and bosses) ratings about derailment may help to lessen or prevent the detrimental outcomes of derailment on managers, their co-workers, and their organization. Results from 1742 European managers revealed a statistically significant difference between a managers self-ratings and observer-ratings on the extent to which a manager displayed derailment behaviours and characteristics. The discrepancy also widened as managerial level increased, and was mostly due to inflated self-ratings. In addition, discrepancies between self – boss, self – direct report, and self – peer were examined, as well as differences between European and American managers. A discussion of these findings and implications for practice conclude this article.

I don't see me like you see me, but is that a problem? Cultural influences on rating discrepancy in 360-degree feedback instruments

360-degree feedback from a variety of rater sources yields important information about leaders styles, strengths and weaknesses for development. Results where observer ratings are discrepant (i.e., different) from self-ratings are often seen as indicators of problematic leadership relationships, skills, or lack of self-awareness. Yet research into the antecedents of such self–observer rating discrepancy suggests the presence of systematic influences, such as cultural values. The present study investigates the variation of rating discrepancies on three leadership skills (decision making, leading employees, and composure) in dependence of one exemplary culture dimension (power distance) on data from 31 countries using multilevel structural equation modelling. Results show that cultural values indeed predict self–observer rating discrepancies. Thus, systemic and contextual influences such as culture need to be taken into consideration when interpreting the importance and meaning of self–observer rating discrepancies in 360-degree instruments.

Self-Observer Rating Discrepancies of Managers in Asia: A Study of Derailment Characteristics and Behaviors in Southern and Confucian Asia

Antecedents to self–observer rating discrepancies in multisource instruments have been established at the individual and organizational level. However, research examining cultural antecedents is limited, which is particularly relevant as multisource instruments gain popularity around the world. We investigated multisource ratings of 860 Asian managers from the regions of Southern Asia (n=261) and Confucian Asia (n=599) and analyzed cultural differences in self–observer rating discrepancies. Multivariate regression procedures revealed that the self–observer rating discrepancy was wider for managers from Southern Asia as compared with Confucian Asia. The reason for the discrepancy was driven by managers self-ratings being different across cultures than by observer ratings from managers bosses, direct reports, or peers; the predictor is related to self-ratings not observer ratings, producing differential self–observer ratings due to self-ratings. We discuss cultural differences in self- and observer ratings within Asia and provide implications for the practice of multisource assessments.

Leadership responses to a conflict of gender-based tension: A comparison of responses between men and women in the US and South Africa

Conflicts are an inherent part of organizational life, particularly when diverse people work together. When conflicts based on social identity arise (e.g. a conflict of gender-based tension) how one would respond as a leader to deal with the conflict may be influenced by one’s group membership. A comparative field study using 218 male and female employees from the United States and South Africa examined the influence of gender and national culture on how helpful leadership responses indicative of respect and equality are to a hypothetical scenario depicting a conflict of gender-based tension. Results show a main effect of gender: women believed acting as a leader in a manner indicative of respect and equality would be more helpful in dealing with the conflict of gender-based tension than men believed. There was no main effect for national culture, but an interaction of gender and national culture existed. A discussion of findings, limitations, and future research conclude this study. Réponses du leadership dans un climat de tension sexiste : une comparaison des réponses entre hommes et femmes aux Etats-Unis et en Afrique du Sud William A. Gentry, Lize Booysen, Kelly M. Hannum & Todd J. Weber Les conflits font partie inhérente de la vie de l’organisation, tout particulièrement lorsque des gens différents travaillent ensemble. Lorsque les conflits surgissent sur la base de l’identité sociale (par exemple un conflit basé sur la tension entre genres), la réponse qui leur sera apportée par la personne qui fait office de leader/manager sera peut-être influencée par le groupe auquel la personne appartient. asonstance de la communication Une étude comparative de terrain auprès de 218 employés des deux sexes aux Etats-Unis et en Afrique du Sud s’est attachée à un examen de l’influence de la culture de genre et de la culture nationale. L’objectif était de déterminer si des réponses de respect et d’égalité de la part du leadership de l’entreprise sont utiles dans un scénario de tension sexiste. Les conclusions montrent que le genre a un effet déterminant : les femmes perçues comme agissant en tant que leader et d’une façon qui envoie des signes de respect et d’égalité traiteront d’un conflit émanant de tensions sexistes mieux que les hommes ne le pensaient. Il n’y a pas d’effet probant en ce qui concerne la culture nationale, mais il y a une interaction entre le genre et la culture nationale. Cette étude se termine sur une discussion des conclusions, des limites et de la recherche future possible.

Examining diversity beliefs and leader performance across cultures

The global nature of today’s business environment, coupled with technological advances, has resulted in leaders working with an increasingly diverse workforce worldwide. An emerging stream of research examines the beliefs that individuals, groups, and organizations have regarding diversity. The purpose of this paper is to add to this work by looking at subordinate perceptions of a leader’s beliefs about diversity and how that relates to a leader’s performance.,Using archival data, the authors examine 33,976 leaders (from 36 different countries and more than 4,000 companies). This study includes performance ratings from each leader’s supervisor as well as perceptual measures of diversity beliefs from their direct reports and a measure of national culture as a moderator.,The research finds that employee perceptions of a leader’s diversity beliefs are related to supervisor ratings of the target leader’s performance. In addition, the relationship between a leader’s diversity beliefs and the target leader’s performance rating is stronger in cultures high in performance orientation (PO) than in cultures low in PO.,The limitations include the use of an archival data set as well as an assigned country score for our measure of culture.,While existing research has examined the impact of self-rated measures of diversity beliefs, there is little empirical research that examines how employee perceptions of a leader’s diversity beliefs will impact performance. The authors address this need by examining whether employee-rated perceptions of the leader’s diversity beliefs are related to a supervisor-rated measure of leader performance. In addition, the authors examine the moderating influence of societal culture on this relationship.