Press Release, April 5, 2018
The BE GREAT LLC Academic World Tour heads to the UK
The paper titled “Front-Line Manager Performance: Biased Self-Assessment” will be presented at the 19th International Conference on Human Resource Development Research and Practice across Europe, taking place at Newcastle Business School, North Umbria University. The conference will be held Tuesday-Friday, June 5th-8th, 2018. The paper was co-authored by John Rovens, CEO of BE GREAT LLC; Andrew Rovens, of BE GREAT LLC; Darlene Russ-Eft, professor of Adult & Higher Education in the College of Education; and Laura Boehme, a doctoral student at Oregon State University.
The paper, to be presented by Professor Russ-Eft, examines why front-line managers see themselves differently than their direct supervisors and subordinates in terms of performance effectiveness. This is an important area that has not been explored sufficiently. "Front-line managers are unaware that their own performance is lacking and, quite frankly, terrible in many cases . Frequently, leaders see themselves as better performers than they actually are. This is largely because leaders are not known for their self-awareness" (Chamorra-Premuzic, 2017).
The results confirm the theory of egocentric bias as operating in the ratings by these front-line managers. Little previous work has been done on egocentric bias and front-line managers; therefore, the findings inform researchers and practitioners regarding a needed area of study in human resource development. Conducting additional work in this area is required to expand this study’s findings about the lack of awareness of front-line managers’ regarding their leadership aptitudes and human resource’s role in closing this gap.
Implications of this work for human resource development practice focus on the front-line managers’ view of their own effectiveness and lack of investment in front-line manager training and development. Without sufficient human resource feedback and development systems, these critical leaders are only equipped with their innate ego-based reasoning. Ultimately, their biased egocentric evaluative capacity causes the front-line manager to inflate the quality of their actual leadership skills and behaviors.