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The Journal of Applied Behavioral Science
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Thought Self-Leadership as a Framework for Enhancing the Performance of Performance Appraisers

Christopher P. Neck

Virginia Polytechnic Institute and State University

Greg L. Stewart

Vanderbilt University

Charles C. Manz

Arizona State University

A seminal review by Ilgen, Barnes-Farrell, and McKellin (1993) of empirical performance appraisal research during the 1980s suggested that the research during this decade made a number of contributions to the performance appraisal field, but to a limited degree. This article attempts to overcome one of these limits in the 1980s appraisal research suggested by Ilgen et al.-that is, the investigation of the content of cognitive variables. Specifically, this examination is completed through the application of a cognitive process recently introduced in the management literature, thought self-leadership, to the performance appraisal process.

The Journal of Applied Behavioral Science, Vol. 31, No. 3, 278-302 (1995)
DOI: 10.1177/0021886395313004
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