360-degree feedback impact on leadership development: A multiple case study

by Humphrey, Dennis V., Ph.D., CAPELLA UNIVERSITY, 2017, 168 pages; 10196154


The nature of change that has effected organizations structurally and financially imposes a critical need for leaders to be more effective. Research suggests that U.S. businesses spend more than $170 billion dollars on leadership-based curriculum, with the majority being spent on leadership training. The 360-degree feedback is one of the assessments used by many large organizations in the United States to foster leadership capability. Previous research indicates that the 360 creates the opportunity for accurate and reflective insights that can be used to define behavioral changes that impact leadership. The feedback captures perspectives of those other than the recipient of the feedback which may not always provide an accurate depiction of the recipient’s behavior. Studying differing areas (i.e., belief, bias, culture, etc.) that impact the effectiveness of the assessment towards an individual’s development may help to maximize the investment in the 360. Future use of the 360 may associate other behavioral instruments such as DISC®, MBTI©, and The Birkman Method® as precursors to increase user self-awareness. The current research study provides a more in-depth understanding of the 360-degree assessment as a means to impact leadership development and advance the practical application for Industrial/Organization psychologists, Educational psychologists, and other stakeholders.

AdviserDeborah Vogele-Welch
Source TypeDissertation
SubjectsBehavioral psychology; Management; Organizational behavior
Publication Number10196154

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