Implicit leadership effects on multi‐source ratings for management development

Purpose – To determine the effect that implicit leadership theories have on the relevance of 360‐degree review techniques used to assess managerial behavior. Design/methodology/approach – The relationships of subordinate, superior and self ratings of manager leader behaviors with three performance indicators were examined in 60 retail stores located in the USA. Findings – Nearly, all of the subordinate ratings of manager behaviors were significantly related to performance of internal processes, while nearly all ratings of the same manager provided by superiors were related to performance in store merchandizing. Research limitations/implications – The performance indicators were derived from company records, independent of influence from the rater groups. Practical implications – Multi‐source ratings of managerial behaviors may be based on overall work unit performance rather than observation and should be assessed and interpreted cautiously in providing feedback for management development. Originality/value – The ratings of managerial behaviors may reflect implicit leadership models activated by observation of store performance rather than rater observations of the manager's behaviors.