Transformational Leaders Know Themselves Better

摘要

Self-rated leadership behavior (transformational, transactional, laissez-faire) was obtained for a representative, random sample of 155 Naval surface fleet officers in parallel to the leadership descriptions for the same dimensions provided by the officers' senior subordinates. In addition, fitness reports completed by the officers' superiors provided performance and promotion data which were indexed as appraisals of the officers' success. The self-ratings tended to be inflated, but the more successful officers were less likely to inflate their self-described leadership behavior. A possible explanation for this effect is that subordinates' descriptions of leadership were significantly related to superiors' ratings of performance and promotion, but self-ratings of leadership were not associated with these measures. Keywords: Transformational leaders; Transactional leaders; Self-ratings; Subordinates' ratings; USN officers and subordinates; Surface fleet; Fitness reports; Discrepancy scores; Superiors' evaluations. (SDW)