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Self-other agreement of leadership: A longitudinal study exploring the influence of a leadership intervention on agreement
Karolinska Inst, Med Management Ctr, Dept Learning Informat Management & Eth, Stockholm, Sweden.;Stockholm Cty Council, Unit Implementat & Evaluat, Ctr Epidemiol & Community Med, Stockholm, Sweden..
Karolinska Inst, Med Management Ctr, Dept Learning Informat Management & Eth, Stockholm, Sweden.;Stockholm Cty Council, Unit Implementat & Evaluat, Ctr Epidemiol & Community Med, Stockholm, Sweden..
Mälardalen University, School of Health, Care and Social Welfare, Health and Welfare. Karolinska Inst, Med Management Ctr, Dept Learning Informat Management & Eth, Stockholm, Sweden.;Malardalen Univ, Sch Hlth Care & Social Welf, Vasteras, Sweden..
Karolinska Inst, Med Management Ctr, Dept Learning Informat Management & Eth, Stockholm, Sweden.;Stockholm Cty Council, Unit Implementat & Evaluat, Ctr Epidemiol & Community Med, Stockholm, Sweden..
2018 (English)In: International Journal of Workplace Health Management, ISSN 1753-8351, E-ISSN 1753-836X, Vol. 11, no 4, p. 245-259Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
EMERALD GROUP PUBLISHING LTD , 2018. Vol. 11, no 4, p. 245-259
Keywords [en]
Evaluation, Leadership, Management effectiveness, Health services, Measurement
National Category
Health Sciences
Identifiers
URN: urn:nbn:se:mdh:diva-41195DOI: 10.1108/IJWHM-03-2018-0022ISI: 000446476300005Scopus ID: 2-s2.0-85052388295OAI: oai:DiVA.org:mdh-41195DiVA, id: diva2:1256942
Available from: 2018-10-18 Created: 2018-10-18 Last updated: 2019-01-04Bibliographically approved

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von Thiele Schwarz, Ulrica

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