Differences in Self/Other
Perceptions and Personality
Randall H. Lucius & Carolyn
Turknett
Turknett Leadership Group
Atlanta, GA
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Abstract
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Personality differences between those
who rated themselves higher than how
others perceive them (over raters) and
those who rated themselves lower than
how others perceive them (under raters)
on a 360 leadership instrument were
studied.
Results found that over raters are more
extroverted than under raters, while
under raters are more anxious than over
raters
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Introduction
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Most studies of self/other
differences in 360 assessments
argue over accuracy vs. value of
variation from multiple raters
What about individual differences
in self/other difference scores?
This study explored personality
differences associated with those
who over or under rate
themselves.
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Introduction (cont.)
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Past Findings:
 MBTI:
IS’s have most accurate self
perception (Roush & Atwater, 1992)
 Self-Esteem: those low in selfesteem less likely to over-rate (Baird,
1977)
 Those
high in Intelligence, nAch,
internal locus of control are more
accurate (Mabe & West, 1982).
 Gender differences equivocal.
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Introduction (cont.)
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Importance
 Accurate
self-perceivers make
better decisions (Bass & Yammarino, 1991)
 Inaccurate self-perceivers more
likely to deny problems, give up,
and fear failure (Wohlers & London, 1989)
 Moderates leader performance
(Atwater & Yammarino, 1992)
 Can
strain CEO/TMT relationship
and affect strategy (Ashford, 1989)
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Method
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Subjects: 186 executives who
participated in the Turknett Executive
Development Program.
25% female
 Age range: 37 to 55; Avg=44

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360 instrument: Coworker Rating Scale
(Hagberg, 1984).

measures 47 different behaviors
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E.g. decisiveness, thoroughness,
forthrightness, consideration, adaptable,
self-confidence, motivating others,
empowerment
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Method (cont.)
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Personality: Jackson Personality
Inventory (Jackson, 1994) & Personality
Research Form (Jackson, 1989).
Difference score computation:
 co-worker
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ratings (superior, peer,
subordinate) were averaged
together by item and subtracted
from self score.
 An average difference score
across items was computed
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Method (cont.)
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Difference score computation
(cont.):
 Two
groups were formed: those
who tend to overrate themselves
and those who underrate.
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Differences between over and
under raters on the JPI and PRF
were assessed via t-tests.
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Results
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7 out of 35 possible relationships
emerged from the specific scales
1 of 7 factors also emerged
Personality Variable
Anxiety
Breadth of Interests
Risk Taking
Sociability
Social Confidence
Affiliation
Exhibition
Play
JPI/PRF Factor 1:
Extroversion
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Mean LSR
Differences > 0
(N=74)
7.62
13.07
13.18
10.50
15.85
9.90
9.92
7.64
.21
Mean LSR
Differences < 0
(N=112)
9.11
11.71
11.02
8.49
13.83
8.70
7.94
6.72
-.20
2-Tail Sig.
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.02
.02
.00
.00
.00
.03
.00
.04
.00
Results (cont.)
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Under raters suffer from a higher
amount of anxiety than those who
over rate themselves
Over raters scored high on traits
related to extroversion
 Risk
Taking, Sociability, Social
Confidence, Play
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Over raters also have greater
breadth of interests
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Discussion
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Those who are socially confident
and extroverted tend to have
inflated images of themselves.
 Extroverts
are more “action”
oriented than “deep thinking”
oriented
 Extroverts are less introspective
than Introverts
 may
lead to inaccurate self
perception
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Discussion (cont.)
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Those with a large breadth of
interests also tend to over rate.
 Is
related to Extroversion, but also
Openness to Experiences

Those who are anxious may
undervalue themselves.
 Similar
findings have been found
with individuals low in self-esteem
(Baird, 1977; Farh and Dobbins, 1989)
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Discussion (cont.)
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Knowledge of one’s personality
can help practitioners know what to
expect.
 E.g.
for someone who is
extroverted, the practitioner can
expect them to have inflated
images of themselves and prepare
360 feedback accordingly to
“soften the blow”
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Discussion (cont.)
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Extroverts may need more selfawareness training
 Highlights
importance of using both
360 and personality measures
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Introverts may under value
themselves and their abilities
 The
issue for these people may not
be their deficiencies as identified in
a 360, but rather self confidence.
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Discussion (cont.)
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Under estimator’s anxiety may also
tie in to lack of confidence and
regard for self.
While humility is often valued as a
positive leadership trait, too much
may have negative consequences.
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Implications for Future
Research
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Discussion points need to be more
carefully examined before any firm
conclusions can be made
More sophisticated methodology
should be explored.
 E.g.
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Other correlates with over/under
rating oneself should be explored
 E.g.
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Polynomial regression
job performance
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