open access
메뉴
open access
메뉴
ISSN : 1229-0696
The purpose of this research was to investigate the rater perspectives from different positions and levels. Eight scenario were developed about the four good or bad leadership-style from Quinn(1988)`s competing values model: Market, Clan, Adhocracy, and Hierarchy. And the rater`s perspectives were measured by general leadership rating scales and semantic differential scales. The results of this study were as follows: 1) there are differences in perspectives among rater`s position. The raters from high position tended to adopt performance, Innovation, and stability perspective but the raters from low position tended to adopt only relation perspective. 2) There are also differences in perspectives among levels. When supervisors assess their subordinates, they tended to use various perspectives like performance, innovation, and stability. But when subordinates assess their supervisor, they use only relation perspective. Based on these results, it was proposed that rater`s differences in leadership ratings are not simply the error of assessment but the systematic effect reflecting the rater`s position and level. The limitations of this study and implications for the further study were discussed.
(2003) 리더십 다면평가에서 나타난 평가자 조망 산업 및 조직,
(1988) 평가차원에서 기술차원으로 태도차원의 변형생성과정 사회심리학연구,
(1996) Designing an effective 360-degree appraisal feedback process,
(1974) The ratings of individuals in organizations:An alternative approach,
(1997) Psychometric properties of multisource performance ratings A meta-analysis of subordinate,
(1999) Bottom-up vs. top-down evaluation of candidates' managerial potential: an experimental study.,
(2002) Rating a boss, a colleague and a subordinate. ,
(1988) A meta analysis of self-supervisor,
(1967) The multitrait- multirater approach to measuring managerial job performance journal of Applied Psychology,
(1995) Can multi-source feedback change perceptions of goal accomplishment and performance- related outcomes? theory-based applications and directions for research,
(1998) 360-degree feedback - more than a tool! In M Maximizing the value of 360-degree feedback Center for Creative Leadership,
(2000) Development of leadership skills: experience and timing.,
(1988) Mastering the paradox and competing demands of high performance, Jossey-Bass Publishers
(1988) Multiple assessment of managerial effectiveness Interater agreement and consensus in effectiveness models,
(2005) 산업 및 조직Korean Journal of Industrial and Organizational Psychology2005 119-138The Effects of Rater Positionsand Levels on Leadership RatingsYun-Jae Lee Young Seok ParkThe Catholic University of KoreaThe purpose of this research was to investigate the rater perspectives from different positions and levels Eight scenario were developed about the four good or bad leadership-style from Quinn And the rater's perspectives were measured by general leadership rating scales and semantic differential scales The results of this study were as follows there are differences in perspectives among rater's position The raters from high position tended to adopt performance and stability perspective but the raters fr,