Self-other agreement of leadership: A longitudinal study exploring the influence of a leadership intervention on agreement

被引:5
作者
Mosson, Rebecca [1 ,2 ]
Hasson, Henna [1 ,2 ]
Schwarz, Ulrica von Thiele [1 ,3 ]
Richter, Anne [1 ,2 ]
机构
[1] Karolinska Inst, Med Management Ctr, Dept Learning Informat Management & Eth, Stockholm, Sweden
[2] Stockholm Cty Council, Unit Implementat & Evaluat, Ctr Epidemiol & Community Med, Stockholm, Sweden
[3] Malardalen Univ, Sch Hlth Care & Social Welf, Vasteras, Sweden
关键词
Evaluation; Leadership; Management effectiveness; Health services; Measurement;
D O I
10.1108/IJWHM-03-2018-0022
中图分类号
R1 [预防医学、卫生学];
学科分类号
1004 ; 120402 ;
摘要
Purpose A common component in leadership interventions is the provision of feedback on leadership behaviors. The assumption is that, when there is a discrepancy in this feedback between managers' and others' ratings of leadership, this will increase managers' self-awareness and motivate them to close this gap. The purpose of this paper is to investigate how agreement between managers and their subordinates changes over time as a result of a leadership intervention. Design/methodology/approach Questionnaire data were collected from line managers (N=18) and their subordinates (N=640) at pre-intervention, post-intervention and at a six-month follow-up. The managers participated in a leadership intervention that aimed to increase their knowledge and skills related to the leadership behaviors described in the Full-Range Leadership Model. Inter-rater agreement and reliability were calculated to justify aggregating the subordinates' ratings. The managers and their subordinates were grouped according to three agreement categories: in agreement, managers' over-rating and managers' under-rating based on the managers' views of their leader behaviors in relation to their subordinates'. Findings Manager-subordinate agreement on the managers' leadership increased between pre-intervention and post-intervention but then decreased at the six-month follow-up (17, 61 and 44 percent, respectively). Most managers (n=15) changed agreement categories over time, and only three managers remained in the same agreement category throughout. The subordinates' mean leadership ratings changed more than the managers' mean ratings. Originality/value This is the first study to explore how manager-subordinate agreement changes when managers participate in a leadership intervention in a health care context. It shows that an intervention that includes upward feedback, by which managers self-rating of their leadership is compared with their subordinates' ratings, can be an effective way to increase agreement.
引用
收藏
页码:245 / 259
页数:15
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