American International Journal of Social Science

Rating Accuracy and Performance
Darrin Kassa, Jung Seek Kimb, Shiloh Erdleyc, Steven Welche, Paul F. Rotenberryd

Abstract
Purpose: This paper aims to explore the relationship between self-other rating agreement (SOA) and leadership and academic performance. Design: A sample of 129 students enrolled in a part-time, regional MBA program were divided into three SOA categories: Self-aware, Underraters, and Overraters. Performance was evaluated with the completion of a managerial in-basket assessment and final MBA GPA. Findings: Leadership and academic performance varied by SOA, with underraters exhibiting the highest scores, followed by self-aware, and then overraters. A key finding was that underraters, not self-aware raters, demonstrated the highest levels of performance, raising questions about the use of accurate self-assessments as an indicator of leadership effectiveness. Conclusion: Practical and research implications are discussed for the mounting evidence that underrating may be more important for leadership than self-awareness. Identifying and developing high potential leaders is a central concern of organizations, and therefore, organizations should identify underraters in the selection and promotion processes.

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