Management Performance from Different Perspectives : Do Supervisors and Subordinates Agree

Examines the relationships between subordinates′ ratings of boss‐subordinate relationships and supervisors′ overall performance ratings. Data were collected from 3,232 managers (499 work groups) in a large North American information systems firm. Shows that supervisor and subordinate performance ratings were significantly, but not highly‐related. Moderators of this relationship included agreement among subordinates, organizational level, and function. The results have implications for the likely value of upward feedback to managers in different units and the need to educate supervisors in broader aspects of subordinate performance.