“Seeing” is retrieving: Recovering emotional content in leadership ratings through visualization

Naidoo, Loren J.; Kohari, Nicole E.; Lord, Robert G.; DuBois, David A.

doi:10.1016/j.leaqua.2010.07.014

Cited by 25 publications

(33 citation statements)

References 40 publications

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“…Taken together, these results suggest that fast-acting affective responses may be an integral component in the evaluation of leaders (Naidoo et al, 2010). Therefore, we anticipate that follower liking will be associated with inflated ratings of leader behavior.…”

Section: Likingmentioning

confidence: 68%

“…Liking is an important precursor of ratings of leader behavior (Engle & Lord, 1997;Lewter & Lord, 1992;Liden et al, 1993;Wayne & Ferris, 1990 Taken together, these results suggest that fast-acting affective responses may be an integral component in the evaluation of leaders (Naidoo et al, 2010). Therefore, we anticipate that follower liking will be associated with inflated ratings of leader behavior.…”

Section: Likingmentioning

confidence: 92%

“…Similarly, followers' affective reactions to leaders may systematically influence ratings of leader behavior (Bono & Ilies, 2006;Naidoo, Kohari, Lord, & DuBois, 2010) by impacting both memory sensitivity (Allen, Kaut, & Lord, 2008) and bias, as positive affect engenders more liberal thresholds.…”

Section: Accuracy Of Follower Leadership Ratingsmentioning

confidence: 99%

“…Likewise, impression formation models ACCURACY OF FOLLOWER LEADERSHIP RATINGS 23 (e.g., Srull & Wyer, 1989) suggest that person impressions follow a series of stages that begin with an initial overall "general evaluative concept of the person" (e.g., likable or dislikable). This evaluative concept then serves as an interpretative schema that biases subsequent perceptions (Schwarz, 1990;Srull & Wyer, 1989), such that observers selectively attend to information that confirms their initial impressions.Liking is an important precursor of ratings of leader behavior (Engle & Lord, 1997;Lewter & Lord, 1992;Liden et al, 1993;Wayne & Ferris, 1990 Taken together, these results suggest that fast-acting affective responses may be an integral component in the evaluation of leaders (Naidoo et al, 2010). Therefore, we anticipate that follower liking will be associated with inflated ratings of leader behavior.…”

mentioning

confidence: 92%

“…In this sense, false alarms affect discrimination as well as bias. Martell and Evans (2005) suggest that reliance on prototypical leader behaviors not only produces false memories, but also fosters heightened feelings of familiarity with prototypical leader behaviors, which in turn causes raters to adopt more liberal decision criteria.Similarly, followers' affective reactions to leaders may systematically influence ratings of leader behavior (Bono & Ilies, 2006;Naidoo, Kohari, Lord, & DuBois, 2010) by impacting both memory sensitivity (Allen, Kaut, & Lord, 2008) and bias, as positive affect engenders more liberal thresholds.Taken together, the evidence suggests that implicit leadership theories and other aspects of raters such as their affective reactions present a significant challenge to ensuring accuracy in follower ratings of leader behavior. Thus, their effects on the data used for theory testing or leadership development represents a critical issue for the leadership field.…”

mentioning

confidence: 99%

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Reconsidering the accuracy of follower leadership ratings

Hansbrough

Lord

Schyns

2015

The Leadership Quarterly

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(2015) 'Reconsidering the accuracy of follower leadership ratings.', Leadership quarterly., 26 (2). pp. 220-237. Further information on publisher's website:http://dx.doi.org/10.1016/j.leaqua. 2014.11.006 Publisher's 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 reected in this document. Changes may have been made to this work since it was submitted for publication. A denitive version was subsequently published in The Leadership Quarterly, 26, 2, April 2015, 10.1016/j.leaqua.2014 Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractAccurate 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. ACCURACY OF FOLLOWER LEADERSHIP RATINGS 3The leadership field relies heavily on follower ratings of leader behavior both in research settings to test leadership theories and in applied settings for leadership development purposes (e.g., 360-degree feedback). Given that leadership reflects a dynamic interaction between leaders and followers (Riggio, Chaleff, & Lipman-Blumen, 2008;Shamir, Pillai, Bligh, & Uhl-Bien, 2006), follower ratings provide an important source of data. Indeed, Shamir (2007) describes followers as "co-producers of leadership." However, reliance on follower ratings of leader behavior as a key measure of leadership processes, or even as the sole measure, creates significant challenges. In particular, followers become important contributors to the processes they are used to measure, raising both the issue of accuracy of leader ratings and the potential for biases in ratings processes that are associ...

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Section: Likingmentioning

confidence: 68%