The fundamental assumption underlying the use of 360-degree assessments is that ratings from different sources provide unique and meaningful information about the target manager’s performance. Extant research appears to support this assumption by demonstrating low correlations between rating sources. This article reexamines the support of this assumption, suggesting that past research has been distorted by a statistical artifact—restriction of variance in job performance. This artifact reduces the amount of between-target variance in ratings and attenuates traditional correlation-based estimates of rating similarity. Results obtained from a Monte Carlo simulation and two field studies support this restriction of variance hypothesis. Noncorrelation-based methods of assessing interrater agreement indicated that agreement between sources was about as high as agreement within sources. Thus, different sources did not appear to be furnishing substantially unique information. The authors conclude by questioning common practices in 360-degree assessments and offering suggestions for future research and application.

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Women have made significant advances in their careers during the last few decades, although there are still barriers facing them in their quest for advancement. Consequently, researchers and career professionals have suggested a number of personal and organizational strategies to help women overcome these barriers and achieve greater levels of success in organizations. Nevertheless, in recent years increasingly more women have left organizations to find career success by starting their own businesses. The present paper examines some of the barriers still facing women, proposed assistance strategies, and issues relevant to entrepreneurial women. Suggestions for future research to enhance the career success of women are offered.

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