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Differences in Self/Other Perceptions and Personality

Randall H. Lucius & Carolyn Turknett

Turknett Leadership Group

Atlanta, GA

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Abstract Personality differences between those who

rated themselves higher than how others perceive them (over raters) and those who rated themselves lower than how others perceive them (under raters) on a 360 leadership instrument were studied.

Results found that over raters are more extroverted than under raters, while under raters are more anxious than over raters

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Introduction

Most studies of self/other differences in 360 assessments argue over accuracy vs. value of variation from multiple raters

What about individual differences in self/other difference scores?

This study explored personality differences associated with those who over or under rate themselves.

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Introduction (cont.)

Past Findings: MBTI: IS’s have most accurate self

perception (Roush & Atwater, 1992)

Self-Esteem: those low in self-esteem less likely to over-rate (Baird, 1977)

Those high in Intelligence, nAch, internal locus of control are more accurate (Mabe & West, 1982).

Gender differences equivocal.

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Introduction (cont.)

Importance Accurate self-perceivers make

better decisions (Bass & Yammarino, 1991) Inaccurate self-perceivers more

likely to deny problems, give up, and fear failure (Wohlers & London, 1989)

Moderates leader performance (Atwater & Yammarino, 1992)

Can strain CEO/TMT relationship and affect strategy (Ashford, 1989)

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Method Subjects: 186 executives who

participated in the Turknett Executive Development Program. 25% female Age range: 37 to 55; Avg=44

360 instrument: Coworker Rating Scale (Hagberg, 1984).

measures 47 different behaviors E.g. decisiveness, thoroughness,

forthrightness, consideration, adaptable, self-confidence, motivating others, empowerment

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Method (cont.)

Personality: Jackson Personality Inventory (Jackson, 1994) & Personality Research Form (Jackson, 1989).

Difference score computation: co-worker ratings (superior, peer,

subordinate) were averaged together by item and subtracted from self score.

An average difference score across items was computed

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Method (cont.)

Difference score computation (cont.): Two groups were formed: those

who tend to overrate themselves and those who underrate.

Differences between over and under raters on the JPI and PRF were assessed via t-tests.

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Results

Personality Variable Mean LSR

Differences > 0 (N=74)

Mean LSR Differences < 0

(N=112) 2-Tail Sig.

Anxiety 7.62 9.11 .02Breadth of Interests 13.07 11.71 .02Risk Taking 13.18 11.02 .00Sociability 10.50 8.49 .00Social Confidence 15.85 13.83 .00Affiliation 9.90 8.70 .03Exhibition 9.92 7.94 .00Play 7.64 6.72 .04JPI/PRF Factor 1:Extroversion

.21 -.20 .00

7 out of 35 possible relationships emerged from the specific scales

1 of 7 factors also emerged

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Results (cont.) Under raters suffer from a higher

amount of anxiety than those who over rate themselves

Over raters scored high on traits related to extroversion Risk Taking, Sociability, Social

Confidence, Play Over raters also have greater

breadth of interests

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Discussion

Those who are socially confident and extroverted tend to have inflated images of themselves. Extroverts are more “action”

oriented than “deep thinking” oriented

Extroverts are less introspective than Introverts may lead to inaccurate self

perception

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Discussion (cont.)

Those with a large breadth of interests also tend to over rate. Is related to Extroversion, but also

Openness to Experiences Those who are anxious may

undervalue themselves. Similar findings have been found

with individuals low in self-esteem (Baird, 1977; Farh and Dobbins, 1989)

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Discussion (cont.)

Knowledge of one’s personality can help practitioners know what to expect. E.g. for someone who is

extroverted, the practitioner can expect them to have inflated images of themselves and prepare 360 feedback accordingly to “soften the blow”

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Discussion (cont.)

Extroverts may need more self-awareness training Highlights importance of using both

360 and personality measures Introverts may under value

themselves and their abilities The issue for these people may not

be their deficiencies as identified in a 360, but rather self confidence.

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Discussion (cont.)

Under estimator’s anxiety may also tie in to lack of confidence and regard for self.

While humility is often valued as a positive leadership trait, too much may have negative consequences.

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Implications for Future Research Discussion points need to be more

carefully examined before any firm conclusions can be made

More sophisticated methodology should be explored. E.g. Polynomial regression

Other correlates with over/under rating oneself should be explored E.g. job performance