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.
Highlights
34% of leadership training programs do not achieve their intended outcomes (Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009)
We found support that in-agreement, good leaders reported the greatest increases in transformational leadership and contingent reward compared with in-agreement, poor leaders
We extended the existing leadership training literature by exploring a range of leadership styles and how these may be impacted by training
Summary
34% of leadership training programs do not achieve their intended outcomes (Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009). Leadership training often relies on leaders receiving feedback on their leadership style as a means to raise their self-awareness and promote leadership behavioral change (Slater & Coyle, 2014), and often in the form of multi-source feedback (Lacerenza, Reyes, Marlow, Joseph, & Salas, 2017). A critical issue in multi-source feedback research is the extent to which leaders and followers agree on the leader’s behaviors; this is known as self-other agreement (SOA) (Fleenor, Smither, Atwater, Braddy, & Sturm, 2010). We aim to understand how pre-training SOA influences the extent to which leaders change their leadership styles as a result of training when 180-degree feedback (leaders’ own ratings and followers’ ratings) is integrated into training. To the best of our knowledge, there have been no studies on how SOA
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