Standardized and overly simplistic questionnaires are only scratching the surface of what employees think of their leaders, according to new research from Binghamton University's School of Management (SOM), and negative behavior may be slipping through the cracks.
As a result, the research finds, organizations may be missing out on critical information that could be keeping toxic leaders in positions of power.
"Instead of capturing actual leader behaviors, ratings might simply reflect whether a person likes their leader," said Mengying Li, a Leadership and Organization Science doctoral student who conducted the research with Assistant Professor Bryan Acton."People may just generally experience more of the positive stuff and are less likely to recall specifically negative leadership behaviors, especially if they're overall happy in their workplace.
Employee questionnaires have long proven useful in most leadership studies, but the SOM researchers found participants in such surveys often rely on their long-term memory to rank harmful leadership practices. They turn to their broad perceptions of how a manager performs the job, and critical leadership missteps may be overlooked if such negative encounters are few and far between.
The research uncovered a need for more critical thinking when companies assess leadership performance, Acton and Li said. Their findings could be used to help organizations and companies, even the military, make decisions about promotions or salary increases, which could affect employee turnover or whether leaders who engage in toxic management practices remain in their roles.
"There's a big difference between how people perceive a leader to be doing and how effective that leader truly is in that role," said Acton, whose expertise centers on
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