SELF-MONITORING AND 360-DEGREE RATINGS

We examined the relationship between self-monitoring (SM) and supervis or, assessor, peer, and subordinate ratings for 191 managers who parti cipated in a developmental assessment center. We collected self-rating s from the managers concerning their ability and motivation to engage in self-monitoring. SM ability was positively related to supervisor an d assessor ratings of interpersonal effectiveness (e.g., empowerment, managing teams, influencing others) but was unrelated to supervisor an d assessor ratings of business competence (e.g., planning, decision ma king, strategic thinking, business knowledge). In contrast, SM motivat ion was negatively related to peer ratings of business competence. Sti ll, SM explained relatively little variance in 360-degree ratings. 360 -degree ratings do not appear to be contaminated by the target manager 's SM; the small but significant relationship between SM ability and r atings appears to be job-related (and therefore desirable).