Access Type

Open Access Dissertation

Date of Award

January 2013

Degree Type


Degree Name




First Advisor

Marcus W. Dickson


The use of 360-degree feedback is prominent across the world. Several studies have in-vestigated the impact of culture on different aspects of 360-degree feedback, such as self-other agreement, but very few have studied how ratings on these instruments predict perceptions of leadership effectiveness, and whether this relationship is the same across different societies. The present study seeks to narrow the gap between cross-cultural research and 360-degree feedback, by (a) investigating the role that culture plays on the self-other agreement and effectiveness relationship from a culture dimension perspective and (b) comparing how different cultural aspects help explain this relationship. As barriers across countries are lowered and more interaction across countries takes place, understanding differences between the leaders and others' perspectives becomes pivotal for leadership growth and development.

Included in

Psychology Commons