We investigated the effect of self–other agreement in empowering leadership on leader effectiveness job satisfaction and turnover intention using a sample of 50 Norwegian municipal leaders (46 for leader effectiveness) and 168 (158) of their subordinates. The
findings indicated that considering both self and subordinate ratings of empowering leadership was useful in predicting the outcome variables. In particular subordinates of over-estimators reported lower job satisfaction and higher turnover intention. Moreover
leaders who underestimated their leadership were perceived as more effective by their superiors. For agreement (i.e. leader's self-ratings were in agreement with subordinates' ratings) the relationship between empowering leadership and leader effectiveness was
curvilinear with an inverted U shape. Agreement in ratings of empowering leadership was not found to be related to subordinates' job satisfaction and turnover intention. The implications of these findings are discussed.
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