The Relationship between Styles of Creativity and Managerial Skills Assessment
| Author | Nur Gryskiewicz,Suzanne C. Hidore,E. Holly Buttner |
| Published date | 01 September 1999 |
| Date | 01 September 1999 |
| DOI | http://doi.org/10.1111/1467-8551.00129 |
Introduction
A practice of growing popularity is the use of
multi-rater, 360-degree feedback to enhance man-
agerial development. Multi-rater feedback use is
based on the assumption that performance in-
formation from superiors, peers and subordinates
will lead to improved performance and enhanced
leader effectiveness (London and Smither, 1995;
Tornow, 1993a). Along with the increased use of
360-degree, or multi-rater, feedback instruments
among practitioners, a considerable body of
knowledge is emerging. Research has investi-
gated the effectiveness of 360-degree instruments,
including their reliability and validity, self-other
rating relationships, and their appropriate uses
(for example, Carless, 1997; Furnham and String-
field, 1994; Hazucha, Hezlett and Schneider, 1993;
Tornow, 1993a; Van Velsor and Leslie, 1992).
One strand of this research concerns the
individual’s characteristics and rating tendencies.
There is evidence that gender, race, age, self-
esteem, introversion, sensitivity and dominance
influence self-ratings (Brutus, Fleenor and
McCauley, 1996). In related studies, character-
istics of managers such as race, age, gender and
personality have also been found to affect how
others evaluate them (for example Eagley, Karau
and Makhijami, 1995; Lawrence, 1988; London
and Wohlers, 1991). Other research has focused
on personal factors influencing the degree of
congruence between self and others’ ratings. For
example, intelligence, achievement status, internal
locus of control and introversion were all found to
be related to self-other congruence in managerial
ratings (Roush and Atwater, 1992).
Tornow (1993b) calls on managers to pay
attention to discrepancies between self and
others’ ratings. Discrepancies are noteworthy,
because one of the characteristics associated with
derailment is an inflated perception of one’s skills
relative to others’ perceptions (Lombardo and
British Journal of Management, Vol. 10, 228–238 (1999)
The Relationship between Styles
of Creativity and Managerial Skills
Assessment1
E. Holly Buttner, Nur Gryskiewicz and Suzanne C. Hidore*
Department of Business Administration, Bryan School of Business and Economics, PO Box 26165,
NCG, Greensboro, NC 27402-6165 and *P.E.A.K. Performance Consulting, 3505 Terrault Drive,
Greensboro, NC 27410, USA
This study examined the relationships between creativity style, as measured by the
Kirton Adaption Innovation Inventory (KAI) and the self and other ratings on a 360-
degree feedback instrument, the Management Skills Profile (MSP) among US man-
agers. Results indicated that self-reports of the use of managerial skills were related to
the individual manager’s creativity style, but the ratings by others were not. Adaptive
managers, as defined by the KAI, were more likely to underrate themselves, while self-
ratings of innovative managers tended to concur with the ratings of others. Implications
for helping managers understand discrepancies in self and others’ ratings as a function
of creativity style in a developmental context and directions for future research are
discussed.
© 1999 British Academy of Management
1The authors thank Brad Kirkman for his review and
suggestions on an earlier draft of this article.
To continue reading
Request your trial