Measuring leadership self-awareness in the disabilities field: implications for leader-subordinate relationships

Abstract

Shifts in values and the enacting of legislation promoting the civil rights of individuals with disabilities over time has prompted a spur in progressive support provisions for this population. Research has suggested that both leaders (Silverstein, 2000) and professionals holding entry level positions (Lipsky, 1980) impact the quality of supports organizations provide to individuals with IDD and their families. This project presents an analysis of leader-subordinate relationships in regards to perceptions of effective leadership behaviors within the disabilities field. Results indicate that professionals perceive their leadership differently from their subordinates. Specifically, on average, professionals rated their leadership effectiveness lower than their subordinates did. Findings from this project justify a need for more research geared toward understanding the reasons why leaders have a lower self-perception of their effectiveness, as well as how the lack of alignment between perceptions of leadership effectiveness impacts leader-subordinate relationships and their ability to provide progressive, self-directed supports to people with disabilities.