Overlooking Overkill:  On the Folly of Linear Rating Scales for a Non-linear World

Kaiser, R.B., & Kaplan, R.E. (2005). On the folly of linear rating scales for a non-linear world. In S. Reddy (Ed.), Performance Appraisals: A Critical View (Ch. 12, pp. 170-197). Nagarjuna Hills, Hyderabad, India: ICFAI University Press.

It seems like a blinding glimpse of the obvious to suggest that there are two basic classes of managerial performance problems: deficiencies and excesses. However, the kinds of rating scales typically used to assess performance, like those on 360-degree surveys, don’t reflect this reality. Through action research consulting to executives about their leadership, we have created and refined a solution to this oversight. In this article, we point out limitations with existing rating scales and then summarize our program of research that led to the development and validation of a new format that captures deficiencies and strengths but also detects excesses—when leaders get into trouble by doing too much of an otherwise important function. This innovation in technology opens up new doors for leadership theory, research, and the practice of leadership development.

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