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Multisource Ratings Of Managerial Competencies And Their Predictive Value For Managerial And Organizational Effectiveness

Authors

  • Judith H. Semeijn,

    Corresponding author
    1. Faculty of Management, Science & Technology at Open Universiteit in the Netherlands
    • Correspondence to: Judith H. Semeijn, Faculty of Management, Science & Technology, Open Universiteit in the Netherlands, P.O. Box 2960, 6401 DL Heerlen, the Netherlands, Phone: +31 45 576 2569/2587, Fax: +31 45 5762103, E-mail: Judith.semeijn@ou.nl.

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  • Beatrice I. J. M. Van Der Heijden,

    1. Institute for Management Research in the Nijmegen School of Management at Radboud University Nijmegen, the Netherlands; Open Universiteit, the Netherlands; and the University of Twente, the Netherlands
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  • Anne Van Der Lee


Abstract

This study examined the predictive value of multisource ratings of managerial competencies for managerial and organizational effectiveness. Data from 155 subordinates, 59 peers, and 28 supervisors were gathered in order to provide insight into their perceptions on managerial competencies for their managers. With regard to the outcome variable (i.e., effectiveness), both individual-level (subordinates’, peers’, and supervisors’ ratings of managers) and organizational-level (Balanced Scorecard) measures were used. As expected, subordinates, peers, and supervisors have distinct perspectives on the managerial competencies that are relevant for effectiveness. Moreover, the specific managerial competencies differ in terms of their predictive validity respectively for managerial and organizational effectiveness. The outcomes of our study suggest that a multisource and multimethod approach is valuable in assessing both managerial competencies and managerial and organizational effectiveness. Several implications for human resource management practices are discussed. © 2014 Wiley Periodicals, Inc.

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