With the increase in the use of 360-degree feedback
measures as a performance appraisal and development tool
(Dalton, 1996), it has become more important to conduct
research on statistical and methodological practices
associated with this method. The current study
investigates the relationship of self-ratings (n=2,117)
with supervisor-ratings (n=825), peer-ratings (n=285),
and subordinate-ratings (n=256). Based on a leadership
survey of Air Force Officers, we found that agreement
between self and subordinate was more important in
predicting promotion rates than agreement between self
and supervisor or self and peers. 2002. pdf
