Which Leadership Roles Matter to Whom? An Examination of Rater Effects on Perceptions of Effectiveness

Author

R. Hooijberg
Jaepil CHOI, Singapore Management UniversityFollow

Publication Type

Journal Article

Publication Date

2000

Abstract

Examines the extent to which raters vary in the leadership roles associated with effectiveness. Leadership roles associated with effectiveness depending on the rater-ratee relationship; Support for the importance of 360-degree feedback for practitioners and researchers; Assessment of the levels of rater agreement.

Discipline

Business

Research Areas

Organisational Behaviour and Human Resources

Publication

Leadership Quarterly

Volume

11

Issue

3

First Page

341

Last Page

364

ISSN

1048-9843

Identifier

10.1016/s1048-9843(00)00044-8

Publisher

Elsevier

Citation

Hooijberg, R. and CHOI, Jaepil. Which Leadership Roles Matter to Whom? An Examination of Rater Effects on Perceptions of Effectiveness. (2000). Leadership Quarterly. 11, (3), 341-364.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/1731