The impact of 360-degree feedback on leadership development

by Rehbine Zentis, Nancy L., Ph.D., CAPELLA UNIVERSITY, 2007, 160 pages; 3249898

Abstract:

The use of 360-degree feedback as a tool for leadership development is widely used in many organizations. There are a multitude of research studies available describing the effectiveness of 360-degree feedback as a multi-rater instrument; however, there is limited research on what elements of 360-degree feedback following the assessment supports change in leadership behavior. This research study examined the satisfaction level of participants with 360-degree feedback as a tool for leadership development. The results showed that the majority of participants were dissatisfied with the support provided by his or her manager and the leadership development activities offered by his or her organizations following the 360-degree feedback. Although some participants experienced changes in his or her leadership role after completing the 360-degree feedback and participating in leadership development activities, only a small number of the participants actually received rewards or promotions. Although this research study showed what participants thought of the 360-degree process and leadership development activities, little is known about the impact of his or her performance. More research is needed to identify the specific impact of leadership behavior change on overall performance following 360-degree feedback. Overall, the results of this research study show that 360-degree feedback encourages an individual's willingness to change his or her behavior during the developmental process; however, lack of management support during the development process can be a negative factor.

AdviserJay Avella
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement
Publication Number3249898

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