By Phillip W. Braddy, John W. Fleenor
Center for Creative Leadership
Janaki Gooty
University of North Carolina at Charlotte
Francis J. Yammarino
State University of New York at Binghamton
Summary
Based on extensive research that views leadership as a multi-faceted phenomenon, we examined how the relationships between task-oriented and relationship-oriented leader behaviors and career derailment potential vary by observer perspective. We present findings using three different analytical techniques: random coefficient modeling (RCM), relative weight analysis (RWA), and polynomial regression (PR). RCM findings suggest that self-, direct report, peer, and supervisor ratings of leader behaviors differ and are associated with career derailment potential. RWA results indicate that self-ratings matter the least, whereas peer ratings of leader behaviors typically matter the most in predicting career derailment potential. PR analyses indicate that career derailment potential is lowest when self-ratings are lower than other ratings of leader behaviors and/or when self–other ratings converge on higher, rather than lower, ratings of leader behaviors. Implications for leadership and self–other agreement research and professional practice are discussed.
Citation
Braddy, P., Gooty, J., Fleenor, J., & Yammarino, F. (2014). Leader behaviors and career derailment potential: A multi-analytic method examination of rating source and self–other agreement. The Leadership Quarterly, 25(2), 373-390. https://doi.org/10.1016/j.leaqua.2013.10.001
