Differences between the perceptions of self‐raters and other observers are often found on 360‐degree feedback instruments. This article reports on the nature of these self–observer differences. Specifically, self–observer discrepancies were found to be stable over time. In addition, discrepancies on skill‐based multirater instruments were related to discrepancies on personality‐based multirater instruments. This suggests that accuracy in self‐perception is a stable individual difference. The implications for job performance and personality assessment are discussed. © 1993 by John Wiley & Sons, Inc.

A study was conducted that examined which managerial skill dimensions were critical for effective leadership for managers in the USA and seven European countries. The results suggested more similarities than differences across countries. Specifically, a core group of two skill dimensions emerged as critical for effective leadership across countries and operationalizations of criticality. These dimensions were analyze issues and drive for results. However, results did differ depending on how criticality was operationalized. The findings of the study suggest that: users of 360-degree feedback instruments should not rely solely on perceived importance of a skill dimension to aid in ratings interpretation, and the ability to solve complex problems and learn quickly on the one hand and being hard-working and persistent on the other hand are prerequisites for effective leadership, regardless of whether you are leading in Pittsburgh or in Paris.

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