Inaccurate Self-Perception as a Limiting Factor in Managerial Effectiveness

Abstract

As part of a large organizational investigation, 52 managers were asked to identify their leadership style on a Climate Opinion Survey. Within the same study, a group of 40 employees who worked for the managers were asked to describe their supervisors' leadership style. There was a wide discrepancy between the responses of the two groups. The authors suggest that possibly the reason so many managers deemphasize “people” concerns in the workplace is their inaccurate self-perception, a perception that allows them to believe they are striking a balance between “task” and “people” concerns when, in fact, their overwhelming focus is on the “task” alone.