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Evidence-based leadership development – A case study on 360 degree feedback

  • 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.

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Author:Kai Externbrink, Ilke Inceoglu
Parent Title (English):Journal of Business and Media Psychology
Document Type:Article
Date of Publication (online):2024/01/11
Year of first Publication:2014
Publishing Institution:Westfälische Hochschule Gelsenkirchen Bocholt Recklinghausen
Release Date:2024/01/11
Tag:360 degree Feedback; Assessment Center; Case-Study; Evidence-based Management; Leadership Competencies
First Page:11
Last Page:17
Licence (German):License LogoEs gilt das Urheberrechtsgesetz

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