RELATIONSHIPS OF MANAGERIAL EFFECTIVENESS AND ADVANCEMENT TO SELF-REPORTED AND SUBORDINATE-REPORTED LEADERSHIP BEHAVIORS FROM THE MULTIPLE-LINKAGE MODEL

A field study was conducted to determine whether the behaviors in the multiple-linkage model are related to leadership effectiveness and adv ancement, whether these criteria are predicted better by leader behavi or descriptions from subordinates than by leader self-reports, and whe ther the results are influenced by the level of analysis. Leader behav ior descriptions were obtained from the leaders and their subordinates ; data on advancement and effectiveness were obtained from superiors, peers, and subordinates. The results showed that leader effectiveness was related more closely to subordinate descriptions of leader behavio r than to leader self-reported behavior. Behavior descriptions from th e two sources were equally effective in predicting a manager's advance ment in the organization. The leader behaviors that related most stron gly to managerial effectiveness also related most strongly to advancem ent. There was substantial convergence in results for different levels of analysis.