Self-other agreement on competency ratings
This study investigated how the degree of rating ambiguity and the rater’s direct perspective influenced the self-other rating agreement. Using an archival database of responses (N=737), this study found that when a leadership competency was ambiguous, the agreement between self and others was lower than if the competency was concrete. The opportunity for a rater to observe a competency demonstrated by the ratee also has a direct influence on self-other rating agreement on that competency. Overall rating ambiguity and rater’s direct perspective explained about 25% of the variance of self-other rating agreement. The theoretical and practical implications were discussed.