Based on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

基于Yammarino和Atwater的领导者自同协议类型，我们探讨了领导者和跟随者的协议在培训后会受到影响，领导者会收到多源反馈以刺激行为改变，从而影响他们对领导行为的评价。我们使用了前瞻性研究设计，其中包括来自瑞典林业公司的68位领导者和237位追随者。领导者接受了培训，以提高他们的变革型领导能力和偶然性的奖励风格，并减少按例外管理的被动和自由放任的领导能力。我们发现自我达成的协议会影响跟随者和领导者，他们报告了领导风格的变化。我们还发现，尽管某些领导者类型可以改善他们的领导行为，领导者和追随者报告了不同的模式，其中领导者类型的进步最大。我们的结果对于应如何使用反馈来支持培训以实现领导风格的改变具有重要意义。