The effects of subordinate and peer feedback on subsequent self -ratings of leadership behaviors: A structural equation modeling approac

In a multi-source feedback (MSF) study managers rated themselves and received feedback from subordinates and peers on twelve leadership competencies across three years (N = 188). Exploratory and confirmatory factor analyses of the competencies resulted in two correlated factors. Factor 1 represented developmental-oriented leadership and Factor 2 represented performance-oriented leadership---in which both are related to transformational and transactional leadership. Two factor scores were created for each rater source in each year, and observed variable path analyses were conducted to assess the effects of self-, subordinate, and peer factor scores on subsequent self-scores. A lagged-effects model provided the best fit to the data. The paths from self- and subordinate scores to subsequent self-scores were statistically significant, and the effects were sustained over the three-year period. However, paths from peer scores to subsequent self-scores were non-significant. Regression analyses indicated that the performance-oriented leadership factor had a significant impact on both subordinate and peer perceptions of the managers' follow-through with the feedback process and the managers' leadership improvement.