“I don't see me like you see me, but is that a problem?” Cultural influences on rating discrepancy in 360-degree feedback instruments

Abstract

360-degree feedback from a variety of rater sources yields important information about leaders' styles, strengths and weaknesses for development. Results where observer ratings are discrepant (i.e., different) from self-ratings are often seen as indicators of problematic leadership relationships, skills, or lack of self-awareness. Yet research into the antecedents of such self–observer rating discrepancy suggests the presence of systematic influences, such as cultural values. The present study investigates the variation of rating discrepancies on three leadership skills (decision making, leading employees, and composure) in dependence of one exemplary culture dimension (power distance) on data from 31 countries using multilevel structural equation modelling. Results show that cultural values indeed predict self–observer rating discrepancies. Thus, systemic and contextual influences such as culture need to be taken into consideration when interpreting the importance and meaning of self–observer rating discrepancies in 360-degree instruments.

Keywords:

• 360-degree feedback
• Self–observer discrepancy
• Cultural differences

The authors would like to thank Felix Brodbeck and Marcus Dickson for their helpful comments on an earlier version of this manuscript.

Notes

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