Characterizing Observer Differences: Insights from Different Observer Perspectives
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The document explores how different observer groups perceive leadership effectiveness and associated behaviors, using a comprehensive analysis of data from leadership assessments across various industries and demographics. It highlights that while there are certain behavioral trends specific to each observer group (bosses, peers, direct reports), significant overlap exists in their perceptions, underscoring the complex nature of leadership evaluations. Key findings include different leadership competencies emphasized by each observer group and the identification of common blind spots in self-ratings versus observer ratings.
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Do the leadership behaviors
related to effectiveness
differ by observer group?
Overall effectiveness, future potential and tolerance
for ambiguity](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-13-320.jpg)
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Behaviors related
to Overall
Leadership
Effectiveness
By observer group](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-14-320.jpg)
![[Footer text to come] Page No 20
Behaviors related
to Future
Potential
By observer group](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-20-320.jpg)
![[Footer text to come] Page No 25
Behaviors related
to tolerance for
ambiguity
By observer group](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-25-320.jpg)
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How exactly do perceptions
of leadership behaviors
differ by observer group?
Understanding the link between
behavior and effectiveness ratings](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-31-320.jpg)
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Do leaders have different
blind spots with each
observer group?
Interpreting 360 ratings with a
eye on development](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-37-320.jpg)
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Thank you for joining us.
Stay in touch.
connect@mrg.com](https://image.slidesharecdn.com/observerdifferenceschalktalk2018-180216214007/85/Characterizing-Observer-Differences-Insights-from-Different-Observer-Perspectives-52-320.jpg)
Characterizing Observer Differences: Insights from Different Observer Perspectives
- 1. Characterizing effective leadership: Insights from different observer perspectives Dr. Maria Brown, Head of Research David Ringwood, VP of Client Development, EMEA
- 2. Type a question here. Click the red arrow to expand the Control Panel. Host Lucy Sullivan Head of Marketing, MRG
- 3. Management Research Group is a global leader in designing assessments that foster a deep self-awareness and impact people in profound and meaningful ways with solutions for Leadership and Personal Development, Sales and Service. MRG assessments give you the tools to support unique leaders as they chart their personal paths to success and fulfillment.
- 4. Dr. Maria Brown David Ringwood Our Presenters
- 5. AGENDA 1. Do observer groups differ in the behaviors they associate with – overall leadership effectiveness? – future potential? – a leader’s ability to deal with complexity? 2. Do observers from different groups perceive different behavior patterns in the same leaders? 3. Are there differences in what leaders and their observers perceive? Do these blind spots differ by observer group?
- 6. Poll Which observer group are your clients most concerned about? A. Boss B. Peers C. Direct Reports D. More than one observer group
- 7. What we already know about observer differences: Previous research • Leaders’ interactions with others in an organization differ in terms of context, frequency, power dynamics, etc. • People often attempt to influence others’ perceptions (e.g., impression management), suggesting that behavioral expression might differ depending on the audience (Levy & Williams, 2004). How do these factors influence observer perceptions? • Observers at the same level of an organization tend to give similar performance ratings. Disagreements across levels provide valuable insights (Hoffman & Woehr, 2009). What will we find when we specifically look at leadership behaviors? • In a single-industry study, effectiveness models were found to differ by observer group (Hooijberg & Choi, 2000) What will we find with a larger, more diverse sample?
- 8. Previous MRG Research on Observer Differences MRG Research on Interactions Between Observer and Leader Gender (deference to authority example) 40 42 44 46 48 50 52 54 56 58 60 Female Observer Male Observer Female Peer Male Peer 40 42 44 46 48 50 52 54 56 58 60 Female Observer Male Observer Female Direct Report Male Direct Report
- 9. • 13,783 leaders from over 45 countries • Data collected 2015-2018 Observer Gender Leader Gender Participant Demographics Observer Type Count Percent Boss 18,236 13.58 Peer 62,070 46.22 Direct Report 53,972 40.19 Total 134,278 100.00 Leader Generation
- 10. Leader Industry Count Percent Other 1,395 10.12 Accounting/Banking/Financial Services 1,213 8.80 Consulting Services 1,161 8.42 Health Care/Medical Services 993 7.20 General Manufacturing 973 7.06 Education 956 6.94 Wholesale/Retail Trade 750 5.44 Food Products/Processing 670 4.86 Mining/Oil-Gas Production/Chemicals 567 4.11 Transportation 562 4.08 Contracting/Construct 534 3.87 Insurance 501 3.63 High Tech (computer related) 441 3.20 Communications/Telecommunications 433 3.14 Business/Information Systems 401 2.91 Social Services 319 2.31 Pharmaceutical/Medical Products 277 2.01 Utilities 269 1.95 Entertainment/Rec/Sports 229 1.66 Research/Scientific Services 152 1.10 Printing/Publishing/Advertising 128 0.93 Aerospace 96 0.70 Hospitality/Travel/Tourism 90 0.65 Biotechnology 57 0.41 Real Estate/Land Development 37 0.27 Farming/Fishing/Forestry 28 0.20 Law/Legal Services 28 0.20 Not reported 523 3.79 Total 13,783 100.00 Leader Job Function Count Percent Other 3,603 26.14 Administration/Operations 1,964 14.25 Marketing/Sales 1,719 12.47 Technical/Eng/Research 1,284 9.32 Accounting/Finance 1,037 7.52 Data Processing/Systems 899 6.52 HR/Personnel 802 5.82 Manufacturing 440 3.19 Customer Service 296 2.15 Distribution/Fulfillment 192 1.39 Not reported 1,547 11.22 Total 13,783 100.00 Participant Demographics Leader Management Level
- 11. Leadership Effectiveness Analysis: 22 Behaviors Creating a vision Conservative Innovative Technical Self Strategic Developing followership Persuasive Outgoing Excitement Restraint Implementing the vision Structuring Tactical Communication Delegation Following through Control Feedback Achieving results Management Focus Dominant Production Team playing Cooperative Consensual Authority Empathy
- 12. 1. Sensitivity to People’s Feelings 2. Understands Org. Resources 3. Gets People Enthusiastic 4. Credibility with Superiors 5. Credibility with Peers/Subordinates 6. Willingness to Listen 7. Sees Big Picture 8. Straightforward Communicator 9. Effective Thinking 10. Business Aptitude 11. Builds Relationships with Customers 12. Develops People 13. Gets Things Done Through People 14. Effectiveness as Leader/Manager 15. Future Potential 16. Financial Understanding 17. Can Contribute to Team Performance 18. Capacity to Work with Diversity 19. Can Make Effective Decisions 20. Can Turn Around Difficult Situations 21. Insight Into People 22. Fast Learner 23. Delivers Results 24. Demonstrates Ethical Leadership 25. Takes Initiative 26. Conflict Management 27. Ability to Coach Others 28. Promotes Employee Engagement 29. Self-aware 30. Tolerance for Ambiguity Leadership Effectiveness Analysis: Leadership Competencies
- 13. [Footer text to come] Page No 13 Do the leadership behaviors related to effectiveness differ by observer group? Overall effectiveness, future potential and tolerance for ambiguity
- 14. [Footer text to come] Page No 14 Behaviors related to Overall Leadership Effectiveness By observer group
- 15. Behaviors that bosses associate with overall leadership effectiveness 24 8 8 8 7 7 6 5 4 4 3 3 2 2 2 2 2 1 1 1 0 0Tactical Delegation Feedback Conservative Structuring Outgoing Authority Dominant Cooperation Production Consensual Restraint Innovative Self Technical Excitement Control Empathy Persuasive Communication Management Focus Strategic 0 5 10 15 20 Relative Importance Index (Total variance explained = 46%) Direction of Relationship positive inverse Relative Importance for Overall Effectiveness
- 16. Behaviors that peers associate with overall leadership effectiveness 19 10 9 7 6 5 5 5 4 4 4 3 3 3 3 2 1 1 1 1 1 0Delegation Tactical Conservative Production Structuring Feedback Outgoing Dominant Innovative Restraint Authority Control Cooperation Persuasive Self Consensual Excitement Management Focus Technical Empathy Communication Strategic 0 5 10 15 Relative Importance Index (Total variance explained = 61%) Direction of Relationship positive inverse Relative Importance for Overall Effectiveness
- 17. Behaviors that direct reports associate with overall leadership effectiveness 16 13 12 9 7 6 5 5 3 3 3 3 3 2 2 2 2 1 1 1 1 1Delegation Feedback Tactical Production Structuring Conservative Outgoing Control Persuasive Authority Dominant Restraint Innovative Cooperation Consensual Self Management Focus Excitement Empathy Communication Technical Strategic 0 5 10 15 Relative Importance Index (Total variance explained = 65%) Direction of Relationship positive inverse Relative Importance for Overall Effectiveness
- 18. Common Themes • Strategic • Management focus • Communication • Empathy • Excitement • Technical Rater Group Differences • Bosses associate persuasiveness and control with overall effectiveness • Peers and Direct Reports associate effectiveness with consensual and lower emphasis on self Behaviors Related to Overall Leadership Effectiveness
- 19. Questions
- 20. [Footer text to come] Page No 20 Behaviors related to Future Potential By observer group
- 21. Behaviors that bosses associate with future potential 23 13 8 8 8 6 5 5 4 3 3 3 2 2 2 1 1 1 1 1 0 0Tactical Delegation Feedback Consensual Empathy Structuring Cooperation Dominant Outgoing Restraint Conservative Self Authority Technical Control Excitement Persuasive Production Communication Innovative Management Focus Strategic 0 5 10 15 20 Relative Importance Index (Total variance explained = 30%) Direction of Relationship positive inverse Relative Importance for Future Potential
- 22. Behaviors that peers associate with future potential 21 10 9 7 7 6 5 4 4 3 3 3 2 2 2 2 2 2 2 1 1 0Delegation Feedback Structuring Tactical Conservative Outgoing Dominant Consensual Persuasive Cooperation Restraint Empathy Control Self Excitement Production Authority Innovative Technical Management Focus Communication Strategic 0 5 10 15 20 Relative Importance Index (Total variance explained = 42%) Direction of Relationship positive inverse Relative Importance for Future Potential
- 23. Behaviors that direct reports associate with future potential 19 17 10 9 6 5 5 3 3 3 2 2 2 2 2 2 2 1 1 1 1 0Delegation Feedback Structuring Conservative Tactical Outgoing Dominant Cooperation Persuasive Consensual Control Production Restraint Self Empathy Authority Innovative Excitement Communication Management Focus Technical Strategic 0 5 10 15 Relative Importance Index (Total variance explained = 47%) Direction of Relationship positive inverse Relative Importance for Future Potential
- 24. Common Themes • Strategic • Management focus • Innovative • Communication Rater Group Differences • Bosses associate production, persuasiveness and control with future potential • Bosses and Direct Reports associate excitement with future potential • For Peers and Direct Reports, deference to authority and technical expertise relate to potential Behaviors Related to Future Potential
- 25. [Footer text to come] Page No 25 Behaviors related to tolerance for ambiguity By observer group
- 26. Behaviors that bosses associate with tolerance for ambiguity 28 12 11 8 6 6 5 4 3 2 2 2 2 2 2 1 1 1 1 1 1 1Empathy Self Delegation Tactical Consensual Control Feedback Cooperation Dominant Outgoing Conservative Production Excitement Structuring Communication Authority Persuasive Technical Restraint Innovative Management Focus Strategic 0 10 20 Relative Importance Index (Total variance explained = 25%) Direction of Relationship positive inverse Relative Importance for Tolerance for Ambiguity
- 27. Behaviors that peers associate with tolerance for ambiguity 26 11 9 8 7 6 6 6 3 2 2 2 2 2 1 1 1 1 1 1 1 0Delegation Tactical Control Empathy Self Consensual Conservative Production Feedback Outgoing Dominant Cooperation Excitement Structuring Authority Communication Restraint Persuasive Innovative Technical Management Focus Strategic 0 5 10 15 20 25 Relative Importance Index (Total variance explained = 36%) Direction of Relationship positive inverse Relative Importance for Tolerance for Ambiguity
- 28. Behaviors that direct reports associate with tolerance for ambiguity 20 17 11 8 7 6 5 4 3 3 2 2 2 2 2 1 1 1 1 1 1 1Delegation Control Production Tactical Feedback Self Cooperation Structuring Outgoing Consensual Dominant Conservative Empathy Excitement Authority Persuasive Innovative Restraint Communication Management Focus Technical Strategic 0 5 10 15 20 Relative Importance Index (Total variance explained = 40%) Direction of Relationship positive inverse Relative Importance for Tolerance for Ambiguity
- 29. Common Themes • Strategic • Management Focus • Innovative • Restraint • Technical Rater Group Differences • Bosses and Peers associate persuasiveness and deference to authority with tolerance for ambiguity • Peers and direct reports associate clarity of communication with tolerance for ambiguity Behaviors Related to Tolerance for Ambiguity
- 30. Key takeaways: Observer groups and the behaviors that convey competence • There are certain behaviors that specific observer groups associate with leadership effectiveness in different areas • There are more similarities in the leadership behaviors that signal effectiveness for each group than there are differences
- 31. [Footer text to come] Page No 31 How exactly do perceptions of leadership behaviors differ by observer group? Understanding the link between behavior and effectiveness ratings
- 32. Behaviors perceived by each observer group when looking at the same group of leaders Creating a Vision Developing Followership Implementing the Vision Following Through Achieving Results Team Playing 30 40 50 60 70 Boss (n=18,236) Peer (n=62,070) Direct Report (n=53,972) Leadership Effectiveness Analysis
- 33. Comparison of boss and peer perceptions Structuring Innovative Outgoing Restraint Persuasive Feedback Technical Management Focus Strategic Excitement Dominant Production Consensual Control Cooperation Tactical Conservative Communication Empathy Self Authority Delegation 1.02 1.05 1.08 1.11 Odds a member of one group scores higher than a member of the other group Boss higher Peer higher No difference (p > 0.05) Effect Sizes
- 34. Comparison of boss and direct report perceptions Persuasive Communication Tactical Strategic Empathy Outgoing Technical Structuring Control Restraint Excitement Self Innovative Cooperation Consensual Delegation Production Feedback Authority Dominant Management Focus Conservative 1.00 1.02 1.04 1.06 1.08 Odds a member of one group scores higher than a member of the other group Boss higher Direct Report higher No difference (p > 0.05) Effect Sizes
- 35. Comparison of peer and direct report perceptions Self Control Excitement Authority Restraint Persuasive Outgoing Structuring Empathy Technical Strategic Delegation Tactical Communication Consensual Innovative Cooperation Feedback Conservative Management Focus Production Dominant 1.00 1.05 1.10 Odds a member of one group scores higher than a member of the other group Peer higher Direct Report higher No difference (p > 0.05) Effect Sizes
- 36. Key takeaways: Differences in the behaviors perceived by observer groups • Greatest number of differences between direct reports and the other two observer groups • Differences between groups tend to be small yet informative for interpreting feedback
- 37. [Footer text to come] Page No 37 Do leaders have different blind spots with each observer group? Interpreting 360 ratings with a eye on development
- 38. Poll We define blind spots as areas where self ratings differ from observer ratings. Which observer group is associated with the greatest number of leader blind spots? A. Bosses B. Peers C. Direct Reports D. The groups are similar in number of blind spots
- 39. Behaviors perceived by each observer group when looking at the same group of leaders Creating a Vision Developing Followership Implementing the Vision Following Through Achieving Results Team Playing 30 40 50 60 70 Boss (n=18,236) Peer (n=62,070) Direct Report (n=53,972) Leadership Effectiveness Analysis
- 40. Behaviors perceived by self and observers Creating a Vision Developing Followership Implementing the Vision Following Through Achieving Results Team Playing 30 40 50 60 70 Boss (n=18,236) Direct Report (n=62,070) Peer (n=53,972) Self (n=13,734) Leadership Effectiveness Analysis
- 41. Comparison of self and boss perceptions Restraint Strategic Excitement Empathy Dominant Control Outgoing Tactical Cooperation Feedback Persuasive Delegation Consensual Innovative Self Management Focus Structuring Production Conservative Technical Authority Communication 1.0 1.1 1.2 1.3 1.4 Odds a member of one group scores higher than a member of the other group Boss higher Self higher No difference (p > 0.05) Effect Sizes
- 42. Comparison of self and peer perceptions Restraint Dominant Strategic Excitement Tactical Empathy Outgoing Control Feedback Consensual Cooperation Persuasive Innovative Delegation Self Management Focus Structuring Conservative Technical Production Authority Communication 1.0 1.2 1.4 1.6 Odds a member of one group scores higher than a member of the other group Peer higher Self higher No difference (p > 0.05) Effect Sizes
- 43. Comparison of self and direct report observations Strategic Empathy Restraint Management Focus Excitement Cooperation Control Tactical Dominant Consensual Innovative Persuasive Feedback Delegation Self Outgoing Conservative Production Structuring Authority Technical Communication 1.0 1.2 1.4 1.6 Odds a member of one group scores higher than a member of the other group Direct Report higher Self higher No difference (p > 0.05) Effect Sizes
- 44. Key takeaways: Leader blind spots • More differences between self and observer ratings than between observer groups • Some common blind spots across all observer groups Self ratings higher • Self* • Delegation Behavior is associated with one of the three competencies discussed above. Self ratings lower • Communication* • Deference to authority* • Technical* • Structuring • Production* *
- 45. Putting it all together Observer perspectives on leadership behaviors and effectiveness
- 46. Summary of Findings • Observer groups differ in some of the behaviors they associate leadership competence. • However, there is also a great deal of overlap in these associations. • Observers perceive some behavior differences in the same leaders. • The are many areas where perceptions differ between self and observers. These specific areas can differ across observer groups.
- 47. Coaching Insights • Leaders interact with individuals who have different ideas about effectiveness in different areas. • To better interpret effectiveness ratings and help leaders develop their leadership effectiveness, it is important to know what observers from different groups… o Expect from leaders o Tend to perceive when they observe a leader’s behavior • Identifying the blind spots that leaders have with particular groups can highlight areas on which to focus developmental efforts.
- 48. Questions | Comments | Recommendations
- 49. Resources and References • Hoffman, B. J., & Woehr, D. J. (2009). Disentangling the meaning of multisource performance rating source and dimension factors. Personnel Psychology, 62(4), 735-765. • Hooijberg, R., & Choi, J. (2000). Which leadership roles matter to whom? An examination of rater effects on perceptions of effectiveness. The Leadership Quarterly, 11(3), 341-364. • Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: A review and framework for the future. Journal of management, 30(6), 881-905. For further insights: www.mrg.com/research
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- 52. [Footer text to come] Page No 52 Thank you for joining us. Stay in touch. connect@mrg.com