LAUSR

The aim of this study is to research how leaders’ subordinates, peers, and superiors perceive changes in leadership behavior (measured as task, relation, and change orientations) when leaders in their organization participate in formal leadership education. This question is addressed in a longitudinal 3-year study. This article uses data from a panel of respondents (n = 860–897) from four Danish municipalities. Descriptive statistics and leader fixed effects indicate that formal leadership education has a substantial short-term perceived impact on leadership behavior. The most robust finding in the study are the statistically significant correlations between the perception of leadership behavior and the perceiver’s hierarchical position. The study shows significant differences between subordinates, peers, and superiors in their perceptions of the development of leadership behavior over time. Subordinates rate change in leadership behavior as significantly lower than do peers and superiors.