Purpose This thesis investigates if leaders’ self-perception and the employees’ perceptions of their leadership are aligned. Background To know whether leaders use a preferred leadership style one could ask their employees. The followers are considered a suitable benchmark for a leader to gain insight into his or her style of leadership. It is therefore of interest to research if the leaders’ self-perception of their leadership is aligned with the perception of their employees. This study will investigate three different managers and their employees in three Team Sportia stores on their view of leadership and leadership perception. Method In order to answer the purpose, the authors conducted an embedded case study including three different Team Sportia Stores. The investigation emphasized the holistic view of the researched environment and both managers and employees were included. Qualitative data was gathered from managers through in depth semi-constructed interviews while quantitative data was gathered through surveying of employees. The briefly described method of measuring exercised and perceived leadership is referred to as conducting 360-degree feedback. The information collected enabled the authors to create a meta-inference of the leadership at each Team Sportia Store researched. Conclusion The three investigated managers differ in their view of leadership, however they all emphases result-orientation. The alignment in perception between the leaders and their employees differ across the three research units. The manager in Stockholm has a more accurate self-perception, than his colleagues in Mariestad and Jönköping. / Syfte Syftet med denna uppsats är att undersöka om ledares självuppfattning och anställdas uppfattning av deras ledarskap stämmer överens med varandra. Bakgrund Ett sätt för ledare att ta reda på om man använder sig av en uppskattad ledarskapsstil är att fråga de anställda. Anställda kan ses som en passande utgångspunkt för en ledare när man vill skaffa sig insikt om sitt eget ledarskap. Av denna anledning är det intressant att undersöka om ledares uppfattning stämmer överens med uppfattningen bland de anställda. Denna studie undersöker tre olika ledare, samt deras anställda, i tre Team Sportia-butiker för att kartlägga om deras uppfattningar stämmer överens. Metod För att uppfylla syftet med denna rapport har författarna inkluderat både ledare och anställda och fokuserat på att skapa en helhetsbild av den undersöka miljön. Kvalitativ data har samlats in genom semi strukturerade intervjuer med de tre olika ledarna, och kvantitativ data samlades in genom en enkätundersökning band de anställda. Den ovan nämnda metoden att samla in data från både ledare och anställda kallas för 360-degree feedback och gör det möjligt att skapa övergripande bild av ledarskapet i varje Team Sportia-butik. Slutsats Synen på ledarskap skiljer sig mellan de tre ledarna i denna studie, däremot delar de uppfattningen angående vikten av fokus på resultat. Studien visar på skillnader i uppfattningen av ledarskapet i de tre undersökta butikerna. Ledaren i Stockholm har en bättre självbild av sitt ledarskap, än sina två kollegor i Mariestad och Jönköping.

<p><strong>Purpose</strong> This thesis investigates if leaders’ self-perception and the employees’ perceptions of their leadership are aligned.</p><p><strong>Background</strong> To know whether leaders use a preferred leadership style one could ask their employees. The followers are considered a suitable benchmark for a leader to gain insight into his or her style of leadership. It is therefore of interest to research if the leaders’ self-perception of their leadership is aligned with the perception of their employees. This study will investigate three different managers and their employees in three Team Sportia stores on their view of leadership and leadership perception.</p><p><strong>Method</strong> In order to answer the purpose, the authors conducted an embedded case study including three different Team Sportia Stores. The investigation emphasized the holistic view of the researched environment and both managers and employees were included. Qualitative data was gathered from managers through in depth semi-constructed interviews while quantitative data was gathered through surveying of employees. The briefly described method of measuring exercised and perceived leadership is referred to as conducting 360-degree feedback. The information collected enabled the authors to create a meta-inference of the leadership at each Team Sportia Store researched.</p><p><strong>Conclusion</strong> The three investigated managers differ in their view of leadership, however they all emphases result-orientation. The alignment in perception between the leaders and their employees differ across the three research units. The manager in Stockholm has a more accurate self-perception, than his colleagues in Mariestad and Jönköping.</p> / <p><strong>Syfte</strong> Syftet med denna uppsats är att undersöka om ledares självuppfattning och anställdas uppfattning av deras ledarskap stämmer överens med varandra.</p><p><strong>Bakgrund</strong> Ett sätt för ledare att ta reda på om man använder sig av en uppskattad ledarskapsstil är att fråga de anställda. Anställda kan ses som en passande utgångspunkt för en ledare när man vill skaffa sig insikt om sitt eget ledarskap. Av denna anledning är det intressant att undersöka om ledares uppfattning stämmer överens med uppfattningen bland de anställda. Denna studie undersöker tre olika ledare, samt deras anställda, i tre Team Sportia-butiker för att kartlägga om deras uppfattningar stämmer överens.</p><p><strong>Metod</strong> För att uppfylla syftet med denna rapport har författarna inkluderat både ledare och anställda och fokuserat på att skapa en helhetsbild av den undersöka miljön. Kvalitativ data har samlats in genom semi strukturerade intervjuer med de tre olika ledarna, och kvantitativ data samlades in genom en enkätundersökning band de anställda. Den ovan nämnda metoden att samla in data från både ledare och anställda kallas för 360-degree feedback och gör det möjligt att skapa övergripande bild av ledarskapet i varje Team Sportia-butik.</p><p><strong>Slutsats</strong> Synen på ledarskap skiljer sig mellan de tre ledarna i denna studie, däremot delar de uppfattningen angående vikten av fokus på resultat. Studien visar på skillnader i uppfattningen av ledarskapet i de tre undersökta butikerna. Ledaren i Stockholm har en bättre självbild av sitt ledarskap, än sina två kollegor i Mariestad och Jönköping.</p>

Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Giving regular performance feedback for improvement and indicating good performance is essential for individuals to function optimally in the work environment. Managers often avoid the task of giving feedback, especially negative feedback. This avoidant behaviour is manifested in different ways, including delegating the task of giving feedback, suppressing the information which managers believe is negative, avoiding giving feedback or not giving feedback at all. This study was aimed at answering the following questions: What are the factors contributing to the phenomenon of managers’ reluctance to give feedback? What are the factors contributing to the discomfort managers experience when faced with the task of giving feedback? Can coaching, as a development tool, contribute to enhancing managerial skills for executing the task of giving feedback? A qualitative study, using a case study approach, was conducted to determine the experiences, feelings and perceptions of managers when having to engage in giving feedback. The study design comprised individual coaching for participants, followed by semi-structured interviews to evaluate the learnings, changed perceptions and feelings and giving feedback, following the coaching process. The findings provided an in-depth understanding of the managers’ experiences and the contributory factors influencing the manner in which the task of giving feedback was executed. Recommendations were made on how coaching as a development tool can be utilized to enhance managerial skills for the task of giving feedback. Recommendations were made for future studies relating to managers having to engage in giving feedback.

Gender differences were investigated on ratings of citizenship performance (altruistic behaviors in the workplace). Self, peer, and supervisor ratings were collected on the three dimensions of citizenship performance (personal support, organizational support, and conscientious initiative) with scale type and gender as possible moderators of citizenship performance ratings. Two hundred and twenty-four individuals performance ratings were collected, from different companies across the United States. The majority of these participants were white and female, and the largest industry sampled was the customer service industry. Participants were asked to complete a performance rating about themselves and have their peers and supervisor evaluate their performance. It was found that peers and supervisors rated women significantly higher on citizenship performance than they rated men. No gender differences were found on self ratings. Scale type was found to moderate the findings for peer ratings, but not supervisor ratings. The difference between men and women was larger on the objective scale than on the subjective scale. Further, a significant relationship was found between supervisor ratings of citizenship performance and salary for men, but not for women. Implications are discussed for men and women in the workplace in regards to women receiving higher citizenship performance than men and women not being rewarded equally with a higher salary for performance citizenship performance as were men.

Academic research in 360-degree feedback continues to be dominated by a positivist approach with analyses of the feedback ratings. In contrast, this qualitative study explores how people make sense of 360, across the chain of meaning making involving not only raters and feedback recipients but also HR managers, facilitators and external consultants. Two corporate case studies in the pharmaceutical sector show how 360 evolves as a social process and carries a variety of meanings in different organisations and management contexts. Quasi-scientific rituals are revealed, demonstrating the existence of pseudo-anonymity and of complex use of numerical ratings and narrative comments. Woven alongside these corporate case studies is an autoethnography, which examines emotional and cognitive responses to two rounds of 360 asking for feedback on coaching performance. The autoethnographic thread allows insights into the dynamic relationship between academic and practitioner perspectives, as the researcher moves between both worlds. This PhD makes three contributions: the conceptualisation of 360 as a social process; the questioning of taken-for-granted customs within 360; and a methodological contribution to the development of autoethnographic practice.

Performance improvement intervention begins with assessment. How that assessment is interpreted can mean the difference between success and failure. Previous research of 360-degree feedback instruments has tried to reconcile the differences between multiple rater groups. Rather than searching for agreement, this research proposes to understand the meaning of the differences using multirater feedback. Individuals determine ratings based upon their own perspective and building upon the understanding of rater perspective may result in improved assessments. Data from an existing data set was processed using a second-order CFA in structural equation modeling. Covariance between the second-order factors and rater groups determined the difference in how each rater group perceived the leader.

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Hur sjöfartsnäringsföretag utvecklar sin ledarskapskapacitet är något som inte forskats mycket kring i vetenskaplig litteratur. Företag runt om i världen har investerat 370 miljarder dollar för ledarskap endast under 2021. Dessutom är inte den maritima litteraturen särskilt omfattande gällande ledarskap inom sjöfartsnäringsföretagens landbaserade sektor, något som är kontroversiellt med hänsyn till det omfattande inflytande högre ledning har inom företag. Syftet med detta arbete var att identifiera och beskriva sjöfartsnäringsföretagens perspektiv gällanderelationen mellan ledarskap och management, och vidare deras strategier för att förstärka sin ledarskapskapacitet. Arbetets frågeställningar var 1. Hur upplever sjöfartsnäringsföretag relationen mellan ledarskap och management och vidare, vad av ledarskap och management är det som gör skillnaden i dagens konkurativa marknad enligt intervjuade företags perspektiv och varför? 2. Vilka strategier har sjöfartsnäringsföretag för att utveckla sin ledarskapskapacitet, och vidare, hur implementerar intervjuade företag dessa strategier? Arbetet genomfördes via en kvalitativ fallstudie av fyra utvalda internationella sjöfartsnäringsföretags högsta ledning. Vidare användes semistrukturerade intervjuer för datainsamlingen. Denna studie identifierade betydelsen för sjöfartsnäringsföretag att särskilja mellan management och ledarskap eftersom var och en av dessa tjänar olika syften inom deras organisationer. De intervjuade sjöfartsnäringsföretagen ser dessutom ledarskapsutveckling som en utmanande process som kan hålla dem konkurrenskraftiga. Slutligen så följer sjöfartsnäringsföretag ledarskapsutvecklingsstrategier såsom 360-degree feedback, executive coaching, nätverkande och aktionsinlärning även om det inte är i lika strikt form som ledarskapsforskning föreslår. / How shipping companies develop their leadership is something not studied as much by scholarly literature. Investments in leadership are estimated to 370 billion dollars, for 2021, by companies around the world. Yet, maritime literature is not very extensive regarding the shore-based sector and leadership, something controversial considering influence higher levels have within companies. This study aimed to identify and describe shipping companies’ perspectives on the relationship between leadership and management and their strategies for developing their leadership capacity. This study’s research questions were: 1. How do shipping companies experience the relationship between leadership and management, and in further, which of the two makes the most difference in today’s competitive markets? 2. What are shipping companies’ strategies for developing their leadership capacity, and how do they implement these strategies? A qualitative method for the case study of four selected international shipping companies’ top management was used. Moreover, data was collected via semi-structured interviews. This study found that it is important for shipping companies to distinguish between leadership and management as each serves different purposes within organizations. Moreover, interviewed shipping companies view leadership development as a challenging process but one that can keep them competitive. Finally, shipping companies follow leadership development strategies of 360-degree feedback, executive coaching, networking and action learning although not as strict as leadership research suggests.

The purpose of this study was to improve the quality of information used in leadership assessment and development programs. The study determined the relationships between personality type, as indicated by the Myers-Briggs Type Indicator (MBTI), and leadership strengths and developmental needs as measured by Skillscope. The study also determined the relationships between personality type and congruence between self-awareness of strengths and developmental needs and ratings by knowledgeable observers. The discriminate analysis of the Skillscope leadership feedback instrument compared with the selected personality types revealed that personal management was a strength for both ISTJs and ESTJs. The decision-making skill was a strength for ISTJs, and power/influence was determined to be a strength for ESTJs. The high energy/results oriented skill was determined to be a developmental need for ISTJs. There was agreement between ENTJs and other raters as they both saw interpersonal relationships as a strength for that type. INTJs underrated themselves in interpersonal relationships, and ISTJs underrated themselves in decision-making. Further study is recommended to expand the general body of knowledge of leadership development research. Of particular concern are methods to identify and explore developmental needs of leaders and how those needs can be addressed in training programs. Three hundred sixty degree feedback instruments should be further analyzed in an effort to explain the differences between raters. Of concern is the high percentage of ISTJ types, which reveals a need to expand research to include significant numbers of other personality types. Consideration should be given to studies that identify the unique contributions of gender to leadership skills and development, and the impact culture has on leadership in organizations. Although statistically significant research is difficult to obtain in the behavioral sciences, the effort is worthwhile as it provides information that allows leadership development decisions to be made based on dependable data.

Recently, multi-source feedback has been a popular way of providing performance-related feedback to individuals in many organizations. Many who use multi-source feedback consider Rating Convergence, others seeing target individuals as they see themselves, to be a positive outcome of this process. However, the variables that account for Rating Convergence are not known. This study investigated whether the personality factor Extroversion and Behavioral Consistency, acting as a moderator variable, could account for Self-other Rating Convergence, particularly the Convergence between self and peer Ratings. The sample consisted of 235 mid-level managers from a variety of industries who were participants in individual career development workshops. Using structural equation modeling, the results indicated that a model consisting of a single Extroversion factor could account for the convergence of self-peer ratings. This finding calls into question the significance of Rating Convergence when using multi-source rating instruments that provide feedback on trait characteristics since it may be heavily influenced by a single personality factor rather than observers' comprehensive understanding of the ratee's performance.