Leanne E. Atwater

University of Houston, Houston, Texas, United States

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Publications (66)135.09 Total impact

  • [Show abstract] [Hide abstract]
    ABSTRACT: Occasionally, published articles must be retracted to protect the integrity of the scientific record. Recently, The Leadership Quarterly retracted several articles. In this editorial, we describe why these retractions were warranted and the process leading to them. The key considerations giving rise to retractions, that is, accuracy in describing method and accuracy in describing results, are noted. The actions that authors must take to ensure their articles are not subject to retraction are also discussed.
    The Leadership Quarterly 12/2014; · 2.70 Impact Factor
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    ABSTRACT: The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly. Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed.
    The Leadership Quarterly 02/2014; 25(1):63-82. · 2.70 Impact Factor
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    ABSTRACT: Feedback orientation is an individual difference variable that represents individuals’ receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle- to senior-level leaders. Our results support the FOS’s convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS’s criterion-related validity, as it was correlated with participants’ reactions to their 360-degree feedback. Participants’ feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions.
    Group & Organization Management 12/2013; 38(6):690-716. · 2.43 Impact Factor
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    ABSTRACT: Self-awareness represents an important aspect of leadership. However, past research on leader self-awareness has focused on one component of self-awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self-awareness by focusing on women leaders who have been found to under-predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under-predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under-prediction. In Study 2, 76 female leaders identified (via open-ended questions) possible reasons and consequences of under-prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women's under-prediction include a lack of self-confidence, differences in feedback needs, learned gender roles, and self-sexism; and (2) the perceived consequences of under-prediction are negative for both women and the organization. Copyright © 2013 John Wiley & Sons, Ltd.
    Journal of Organizational Behavior 12/2013; · 3.85 Impact Factor
  • The Leadership Quarterly 01/2013; · 2.70 Impact Factor
  • Leanne E. Atwater
    The Leadership Quarterly 02/2011; 22(1):8-9. · 2.70 Impact Factor
  • Abraham Carmeli, Leanne Atwater, Avi Levi
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    ABSTRACT: Knowledge exchange among employees is crucial to organizational effectiveness. Leadership can enhance or detract from employees’ willingness to share knowledge. This study examines how leadership affects knowledge sharing in a knowledge-intensive work setting. It proposes and tests a model which posits that (1) transformational leadership affects the extent to which employees identify with their manager; (2) this relational identification, mediated by the quality of LMX (Leader-Member Exchange), leads to greater identification with the organization and its goals, which in turn results in greater knowledge sharing. The sample consisted of two hundred and three R&D employees engaged in advanced technological projects. Path analysis results indicated that there are both direct and indirect (through LMX) relationships between transformational leadership and relational identification: relational identification promotes organizational identification which, in turn, is positively related to knowledge sharing. These results highlight the importance of transformational leadership and LMX for promoting relational and organizational identification, thereby facilitating employee knowledge sharing. KeywordsKnowledge sharing–Leadership–Relational identification–Organizational identification
    The Journal of Technology Transfer 01/2011; 36(3):257-274. · 1.18 Impact Factor
  • Leanne Atwater, Joan Brett
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    ABSTRACT: This study investigated the influence of feedback format (text versus numeric/normative) on leaders' reactions to 360 degree feedback received from bosses, direct reports, and peers. Leaders who received numeric/normative feedback reacted more favourably than those who received text feedback regardless of the source. The reactions recipients experienced following feedback were relevant to changes in their number of development needs compared pre- and post feedback. Those who reacted negatively had a larger number of development needs reported post feedback while those who had positive reactions showed fewer development needs post feedback. These findings suggest that, contrary to predictions of feedback intervention theory (FIT), feedback that provided scores and comparative information was reacted to more positively than text feedback that provided only self-relevant data. In addition, negative reactions to feedback were detrimental to future changes.
    Journal of Occupational and Organizational Psychology. 12/2010; 79(4):517 - 532.
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    ABSTRACT: This paper reviews the theoretical and empirical literature on self–other rating agreement (SOA) related to leadership in the workplace, focusing primarily on research published between 1997 (the year of Atwater & Yammarino's seminal paper on SOA) and the present. Much of the current interest in SOA derives from its purported relationships with self-awareness and leader effectiveness. The literature, however, has used a variety of metrics to assess SOA, resulting in discrepancies between findings across studies. As multi-rater (360-degree; multisource) feedback instruments continue to be widely used as a measure of leadership in organizations, it is important that we more clearly understand the relationships between SOA and its predictors and outcomes. To this end, in this article, we review (a) models of agreement, (b) factors affecting self-ratings and the congruence between self–others' ratings, (c) factors affecting others' ratings, (d) correlates of agreement, and (e) measurement issues and data analytic techniques. We conclude with discussions of practitioner issues and directions for future research.
    The Leadership Quarterly 12/2010; 21(6):1005-1034. · 2.70 Impact Factor
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    ABSTRACT: Exhaustion has a significant impact on employees and organizations, and leader behavior may affect it. We applied conservation of resources theory to test propositions regarding the joint effects of goal-focused leadership (GFL) and personality on employee exhaustion. We proposed that the relationship between GFL and exhaustion depends on employees' standing on both conscientiousness and emotional stability. Specifically, we expected that high-conscientiousness subordinates experience greater compatibility with a goal-focused leader because of their predisposition to direct resources toward achievement and goal setting, resulting in lower exhaustion under such a leader than among low-conscientiousness employees. Furthermore, high emotional stability may compensate for GFL incompatibility among low-conscientiousness employees by providing additional resources to manage GFL. In contrast, employees low on both traits likely experience greater exhaustion under a goal-focused leader compared with other employees. Results revealed a 3-way interaction in 2 independent samples and were generally supportive of our predictions. GFL was associated with heightened exhaustion among individuals in the low-emotional-stability, low-conscientiousness group but not among workers having any other trait combination.
    Journal of Applied Psychology 11/2010; 95(6):1145-53. · 4.31 Impact Factor
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    ABSTRACT: Recently, several researchers have suggested that personality will influence the extent to which people improve their performance after receiving multisource feedback (MSF). Building on previous research, we offer theory-driven hypotheses about how specific aspects of personality might influence improvement in MSF ratings over time. In three longitudinal studies, using three different and well-established measures of personality and three multisource feedback instruments, we found little or no evidence to support hypotheses that personality is systematically related to improvement following receipt of multisource feedback.
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    ABSTRACT: This study examined the relationship between self and subordinate ratings of leadership and the relationship between self and peer ratings of leadership for 964 managers from 21 countries. Using multilevel modeling, the authors found that cultural characteristics moderated the relationship between self and others' ratings of leadership. Specifically, the relationship between self and subordinate ratings, as well as between self and peer ratings, was more positive in countries that are characterized by high assertiveness. The relationship between self and subordinate ratings, as well as between self and peer ratings, was also more positive in countries characterized by high power distance. The authors also found a leniency bias in individualistic cultures for self, peer, and subordinate ratings. In sum, cultural characteristics should be considered in attempts to understand relationships between self and other ratings.
    Journal of Applied Psychology 08/2009; 94(4):876-86. · 4.31 Impact Factor
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    Leanne Atwater, Abraham Carmeli
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    ABSTRACT: This study examined how leaders create the impetus for creativity at work. One hundred ninety-three employees occupying a variety of jobs in Israeli organizations completed surveys at two points in time to assess their perceptions of the quality of their relationship with their leader (LMX), their level of energy, and their creative work involvement. SEM and regression analyses showed that LMX was positively related to employees' feelings of energy, which in turn were related to a high level of involvement in creative work. Factors that leaders should take into consideration in promoting followers' creative behaviors are discussed.
    The Leadership Quarterly 06/2009; · 2.70 Impact Factor
  • Bernard M. Bass, Bruce J. Avolio, Leanne Atwater
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    ABSTRACT: Les données d'une étude en cours furent rassemblées dans trois conditions d'échantillonnage variées afin d'examiner si des cadres hommes et femmes, observés par leurs évaluateurs directs, avaient le même style de commandement. L'étude en cours se démarque d'une recherche beaucoup plus ancienne sur les différences entre hommes et femmes en leadership, en ceci que nous y avons examiné des différences dans les deux styles de leadership transformationnel et transactionnel, en utilisant le Multifactor Leadership Questionnaire. Dans les trois échantillons, les cadres féminins furent reconnues par des évaluateurs à la fois féminins et masculins comme manifestant des aspects-clés fondamentaux du leadership transformationnel (p. ex. charisme, considération individualisée) plus fréquemment que les hommes. Bien que la taille des échantillons fut généralement petites, les données de ces études suggèrent que les femmes ne sont pas moins transformationnelles que leurs homologues masculins et pourraient en fait l'être davantage. Le sexe des noteurs n'apparaît pas comme influençant les résultats obtenus.Data for the current study were gathered in three diverse sample conditions to examine whether male and female managers differed in styles of leadership observed by their direct reports. The current study differs from most prior research on male-female differences in leadership, in that we examined differences in both transformational and transactional leadership styles using the Multifactor Leadership Questionnaire. In three samples, women leaders were rated by both their female and male direct reports as displaying certain key aspects of transformational leadership (i. e. charisma, individualised consideration) more frequently than men. Although the effect sizes were generally small, the results of these studies suggest that women are no less transformational than their male counterparts, and may, in fact, be more so. The sex of the raters did not appear to make any difference in the results obtained.
    Applied Psychology 01/2008; 45(1):5 - 34. · 1.52 Impact Factor
  • James W. Smither, Joan F. Brett, Leanne E. Atwater
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    ABSTRACT: We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to recall feedback from supervisors and direct reports than peers. Self versus other rating discrepancies were unrelated to recall, and recall of MSF was not related to subsequent improvement in MSF.
    Journal of Leadership & Organizational Studies 01/2008; 14(3):202-218.
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    Leanne E. Atwater, Joan F. Brett, Atira Cherise Charles
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    ABSTRACT: Organizations around the world are using multisource, or 360-degree, feed-back. Although many HR practitioners embrace it as an important mecha-nism for leadership development, organizations must attend to and address several issues in order to maximize the utility of multisource feedback (MSF). We discuss current research findings and highlight issues for managers to consider both before starting a multisource feedback process and after the feedback is given, plus we review potential outcomes of the process. We also describe lessons learned from an intensive three-year investigation of an MSF implementation in two organizations. © 2007 Wiley Periodicals, Inc.
    Human Resource Management 05/2007; 46(2):285 - 307. · 1.52 Impact Factor
    Organizational Dynamics 01/2007; 36(4):392-403. · 0.79 Impact Factor
    Personnel Psychology 12/2006; 45(1):141 - 164. · 2.93 Impact Factor
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    ABSTRACT: A field experiment was conducted to examine outcomes associated with an upward feedback program in a policing agency. Experimental groups included 110 supervisors who were randomly assigned to 1 of 2 conditions: (a) a feedback group in which supervisors and subordinates completed surveys and received feedback at two time periods, or (b) a survey-only group in which supervisors and subordinates completed surveys at Times 1 and 2, but supervisors received feedback only at Time 2. Results showed no significant improvement for the feedback or survey-only group with regard to subordinate ratings of leadership. However, a significant decrease in self-rated leadership scores occurred between Time 1 and Time 2 for the supervisors receiving feedback at Time 1, and no such changes were observed for supervisors who were only surveyed at Time 1. In addition, Time 1 to Time 2 leadership change was predicted by organizational cynicism and the extent to which the recipient reacts positively to upward feedback and takes steps to improve. Thus, individual attitudes appear to be relevant to behavior change following upward feedback. In addition, leadership measured at Time 1 predicted supervisors' commitment to their subordinates at Time 2 for the feedback group, but not for the survey-only group. Such results demonstrate that outcomes in addition to performance, such as commitment to subordinates, need to be considered in the implementation of upward feedback programs.
    Personnel Psychology 12/2006; 53(2):275 - 297. · 2.93 Impact Factor
  • Francis J. Yammarino, Leanne E. Atwater
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    ABSTRACT: A conceptual model of self-perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self–other agreement and the accuracy of self-perception. Accuracy is defined as the degree of agreement between self-and other-evaluations/ratings. In this framework, “other-ratings” may be provided by subordinates, peers, superiors, or customers/clients, so that self–other agreement includes the entire 360-degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors. The model posits enhanced individual and organizational outcomes when self-perception is accurate and diminished or mixed outcomes when self-perception is inflated or deflated, respectively. © 1993 by John Wiley & Sons, Inc.
    Human Resource Management 11/2006; 32(2‐3):231 - 247. · 1.52 Impact Factor

Publication Stats

2k Citations
135.09 Total Impact Points


  • 2009–2014
    • University of Houston
      • Department of Management
      Houston, Texas, United States
  • 2010
    • Thunderbird School of Global Management
      Glendale, Arizona, United States
  • 1995–2007
    • Arizona State University
      • Department of Management
      Phoenix, Arizona, United States
  • 2003
    • Columbia University
      • Department of Organization and Leadership
      New York City, NY, United States
  • 2002
    • University of Lausanne
      Lausanne, Vaud, Switzerland
  • 1996
    • Binghamton University
      • School of Management
      Binghamton, NY, United States
  • 1994
    • Virginia Military Institute
      Lexington, Virginia, United States
  • 1993
    • State University of New York
      New York City, New York, United States