In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

Abstract Based on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ followers’ influenced their ratings leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 237 followers from Swedish forest industry company. Leaders underwent increase transformational contingent reward styles reduce management-by-exception passive laissez-faire leadership. found that influences reporting changes in styles. also although some leader types were perceived improve behaviors, reported differential patterns which improved the most. Our results have important implications for how should be support achieve