Leader Self-Awareness: An examination and implications of women\u27s under-prediction

Self-awareness represents an important aspect of leadership. However, past research on leader self-awareness has focused on one component of self-awareness, self versus others’ ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self-awareness by focusing on women leaders who have been found to under-predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under-predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under-prediction. In Study 2, 76 female leaders identified (via open-ended questions) possible reasons and consequences of under-prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women’s under-prediction include a lack of self-confidence, differences in feedback needs, learned gender roles, and self-sexism; and (2) the perceived consequences of under-prediction are negative for both women and the organization

Leader Self-Awareness: An examination and implications of women\u27s under-prediction

Self-awareness represents an important aspect of leadership. However, past research on leader self-awareness has focused on one component of self-awareness, self versus others’ ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self-awareness by focusing on women leaders who have been found to under-predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under-predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under-prediction. In Study 2, 76 female leaders identified (via open-ended questions) possible reasons and consequences of under-prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women’s under-prediction include a lack of self-confidence, differences in feedback needs, learned gender roles, and self-sexism; and (2) the perceived consequences of under-prediction are negative for both women and the organization

The Era of #MeToo and What Managers Should Do About It

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo

The Era of #MeToo and What Managers Should Do About It

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo

Self-Other Rating Agreement in Leadership: A review

This paper reviews the theoretical and empirical literature on self–other rating agreement (SOA) related to leadership in the workplace, focusing primarily on research published between 1997 (the year of Atwater & Yammarino\u27s seminal paper on SOA) and the present. Much of the current interest in SOA derives from its purported relationships with self-awareness and leader effectiveness. The literature, however, has used a variety of metrics to assess SOA, resulting in discrepancies between findings across studies. As multi-rater (360-degree; multisource) feedback instruments continue to be widely used as a measure of leadership in organizations, it is important that we more clearly understand the relationships between SOA and its predictors and outcomes. To this end, in this article, we review (a) models of agreement, (b) factors affecting self-ratings and the congruence between self–others\u27 ratings, (c) factors affecting others\u27 ratings, (d) correlates of agreement, and (e) measurement issues and data analytic techniques. We conclude with discussions of practitioner issues and directions for future research

Validating the Feedback Orientation Scale in a Leadership Development Context

Feedback orientation is an individual difference variable that represents individuals’ receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle- to senior-level leaders. Our results support the FOS’s convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS’s criterion-related validity, as it was correlated with participants’ reactions to their 360-degree feedback. Participants’ feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions. (PsycINFO Database Record (c) 2018 APA, all rights reserved

Advances in Leader and Leadership Development: A review of 25 years of research and theory

The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review the theoretical and empirical literature on leader and leadership development published over the past 25years, primarily focusing on research published in The Leadership Quarterly. Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed