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Personality and Social Psychology Bulletin
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Halo Error

A Field Study Comparison of Self -and Subordinate Evaluations of Leadership Process and Leader Effectiveness

Michael R. Frone

State University of New York at Buffalo

Jerome Adams

United States Military Academy

Robert W. Rice

State University of New York at Buffalo

Debra Instone-Noonan

State University College of New York at Buffalo

This study tested two competing hypotheses concerning the occurrence of halo error in self-(i.e., leader) and subordinate ratings of leader behavior in a field setting at the United States Military Academy (West Point). Unit leaders at Cadet Field Training and their followers described leader behavior in terms of effectiveness and several specific forms of behavior (e.g., communication processes, reward/punishment contingencies). The intercorrelations among the nine measures were examined separately for both self -and subordinate ratings. Based on the attribution literature, the first hypothesis stated that subordinate ratings would show significantly more halo error than self-ratings. A competing hypothesis, based on the rater-ratee acquaintance literature, posited that subordinate ratings would not show significantly more halo than self-ratings. The results supported the first hypothesis. The implications of this finding for future research are discussed.

Personality and Social Psychology Bulletin, Vol. 12, No. 4, 454-461 (1986)
DOI: 10.1177/0146167286124008
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[Abstract] [PDF]