Skip to main content

Research Repository

Advanced Search

Reconsidering the Accuracy of Follower Leadership Ratings

Keller Hansbrough, T.; Lord, R.; Schyns, B.

Reconsidering the Accuracy of Follower Leadership Ratings Thumbnail


Authors

T. Keller Hansbrough



Abstract

Accurate behavioral measurement is essential to developing a science of leadership, yet accurate measurement has remained elusive. The use of follower reports of leader behavior creates challenges given that a large body of basic and applied research suggests that behavioral ratings reflect not only recall of actual behaviors, but also inferences based on semantic memory, which may vary among individuals. In this paper, we examine several explanations for rater effects that are associated with follower individual differences, contextual factors, and even research methods, such as the type of measure used, that may bias ratings of leader behavior. We also develop a conceptual model to illustrate these processes. Finally, we offer potential solutions to increase accuracy in follower reports of leader behavior.

Citation

Keller Hansbrough, T., Lord, R., & Schyns, B. (2015). Reconsidering the Accuracy of Follower Leadership Ratings. The Leadership Quarterly, 26(2), 220-237. https://doi.org/10.1016/j.leaqua.2014.11.006

Journal Article Type Article
Acceptance Date Nov 24, 2014
Online Publication Date Dec 12, 2014
Publication Date Apr 1, 2015
Deposit Date Dec 11, 2014
Publicly Available Date Mar 28, 2024
Journal Leadership Quarterly
Print ISSN 1048-9843
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 26
Issue 2
Pages 220-237
DOI https://doi.org/10.1016/j.leaqua.2014.11.006
Keywords Leadership ratings, Behavioral measurement, Person perception, Individual differences.
Public URL https://durham-repository.worktribe.com/output/1448789

Files

Accepted Journal Article (422 Kb)
PDF

Copyright Statement
NOTICE: this is the author’s version of a work that was accepted for publication in The Leadership Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in The Leadership Quarterly, 26, 2, April 2015, 10.1016/j.leaqua.2014.11.006.





You might also like



Downloadable Citations