Aligning or Inflating Your Leadership Self-Image? A Longitudinal Study of Responses to Peer Feedback in MBA Teams

Mayo, Margarita; Kakarika, Maria; Pastor, Juan Carlos; Brutus, Stéphane

Abstract

Based on transformative learning theory (Mezirow, 1991), our study investigates the effects of peer feedback on MBA students' self-ratings of leadership competence over time. A total of 221 individuals participating in MBA project teams rated themselves and others on four aspects of leadership competence at three time points during the program. After students received peer feedback, their self-ratings decreased at subsequent time points, 3 and 6 months later; this effect was stronger for women than for men. In particular, women more quickly align their self-ratings with peers' views of them, whereas men continue to inflate their self-images. Results are discussed in terms of their implications for individual learning and management education.

Citation

Mayo, M., Kakarika, M., Pastor, J. C., & Brutus, S. (2012). Aligning or Inflating Your Leadership Self-Image? A Longitudinal Study of Responses to Peer Feedback in MBA Teams. Academy of Management Learning and Education, 11(4), 631-652. https://doi.org/10.5465/amle.2010.0069

• Journal Article Type: Article
• Online Publication Date: Jul 20, 2012
• Publication Date: Dec 1, 2012
• Deposit Date: Mar 3, 2023
• Journal: Academy of Management Learning and Education
• Print ISSN: 1537-260X
• Electronic ISSN: 1944-9585
• Publisher: Academy of Management
• Volume: 11
• Issue: 4
• Pages: 631-652
• DOI: https://doi.org/10.5465/amle.2010.0069
• Public URL: https://durham-repository.worktribe.com/output/1180506