Self-other agreement on transformational leadership and subordinates’ assessment of supervisor’s performance

Abstract

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

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Relating Cultural Distance to Self-Other Agreement of Leader–Observer Dyads: The Role of Hierarchical Position

“…Third, our study has implications for self-other agreement of transformational and transactional leadership behaviors. Transformational and transactional leadership behaviors are often studied within the context of self-other agreement (e.g., Bass and Yammarino, 1991 ; Whittington et al, 2009 ; Ertürk et al, 2018 ; Vogel and Kroll, 2019 ). Meta-analytic evidence suggests that leaders and observers are more likely to disagree on transformational than on transactional leadership ( Lee and Carpenter, 2018 ).…”

Incidents and Disaster Avoidance: The Role of Communication Management and the Organizational Communication Climate in High-Risk Environments

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“…There is also a study looking into the role of leader-workers that constitutes a safetybased organizational climate, and its impact on safety commitment [19]. In most of the existing studies, both communication and organizational climate are considered to be important antecedents that led to safety commitment.…”