TY  - JOUR
A1  - Externbrink, Kai
A1  - Inceoglu, Ilke
T1  - Evidence-based leadership development – A case study on 360 degree feedback
T2  - Journal of Business and Media Psychology
N2  - We argue that effective leadership development should be evidence-based, i.e. that it combines the best available scientific evidence with
research in the specific organizational context. To illustrate our proposition, we report findings from a case study in a multinational organization. The goal was to examine which rater source in the company’s 360 degree feedback would provide the most valid information about leadership competencies. Therefore, we explored relationships between 360 degree ratings and assessment center (AC) ratings of the same leadership competencies (N=151). It was predicted that AC ratings show higher overlap with 360 degree ratings for behaviors that specific rating
sources can more easily observe in the ratees’ work life. Results showed that peers were the most accurate observers of leadership competencies in 360 degree assessments, compared to managers and subordinates. This corroborates our argument for an evidence-based instead of an
intuitive handling of 360 degree feedback results. Practical implications and avenues for future research are discussed.
KW  - Evidence-based Management
KW  - Case-Study
KW  - 360 degree Feedback
KW  - Assessment Center
KW  - Leadership Competencies
Y1  - 2014
UR  - https://whge.opus.hbz-nrw.de/frontdoor/index/index/docId/4351
SP  - 11
EP  - 17
ER  -