Analysis of Leadership Perceptions Using Multirater Feedback.
Performance improvement intervention begins with assessment. How that assessment is interpreted can mean the difference between success and failure. Previous research of 360-degree feedback instruments has tried to reconcile the differences between multiple rater groups. Rather than searching for ag...
| Main Author: | |
|---|---|
| Other Authors: | |
| Format: | Others |
| Language: | English |
| Published: |
University of North Texas
2004
|
| Subjects: | |
| Online Access: | https://digital.library.unt.edu/ark:/67531/metadc4533/ |
| Summary: | Performance improvement intervention begins with assessment. How that assessment is interpreted can mean the difference between success and failure. Previous research of 360-degree feedback instruments has tried to reconcile the differences between multiple rater groups. Rather than searching for agreement, this research proposes to understand the meaning of the differences using multirater feedback. Individuals determine ratings based upon their own perspective and building upon the understanding of rater perspective may result in improved assessments. Data from an existing data set was processed using a second-order CFA in structural equation modeling. Covariance between the second-order factors and rater groups determined the difference in how each rater group perceived the leader. |
|---|