Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage mode

Abstract

A field study was conducted to determine whether the behaviors in the multiple-linkage model are related to leadership effectiveness and advancement, whether these criteria are predicted better by leader behavior descriptions from subordinates than by leader self-reports, and whether the results are influenced by the level of analysis. Leader behavior descriptions were obtained from the leaders and their subordinates; data on advancement and effectiveness were obtained from superiors, peers, and subordinates. The results showed that leader effectiveness was related more closely to subordinate descriptions of leader behavior than to leader self-reported behavior. Behavior descriptions from the two sources were equally effective in predicting a manager's advancement in the organization. The leader behaviors that related most strongly to managerial effectiveness also related most strongly to advancement. There was substantial convergence in results for different levels of analysis.