360-Degree feedback to leaders: Does it relate to changes in employee attitudes?

Leanne E. Atwater, Joan Brett

Research output: Contribution to journalArticle

25 Citations (Scopus)

Abstract

This study examined the extent to which changes in leader behavior 1 year after a 360-degree feedback intervention related to changes in employee attitudes. Participants were 145 leaders and their subordinates, peers, and manager. The results indicated that improved subordinate ratings of the leader on consideration, performance orientation, and employee development related to increased subordinate engagement and satisfaction as well as reduced intentions to leave following 360-degree feedback to leaders. This study demonstrates that improved leader behavior following 360-degree feedback is related to improved employee attitudes.

Original languageEnglish (US)
Pages (from-to)578-600
Number of pages23
JournalGroup and Organization Management
Volume31
Issue number5
DOIs
StatePublished - Oct 2006

Fingerprint

Personnel
Feedback
Personnel rating
Managers
360-degree feedback
Employee attitudes
Employees

Keywords

  • Employee attitudes
  • Employee engagement
  • Feedback
  • Multisource feedback

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Applied Psychology

Cite this

360-Degree feedback to leaders : Does it relate to changes in employee attitudes? / Atwater, Leanne E.; Brett, Joan.

In: Group and Organization Management, Vol. 31, No. 5, 10.2006, p. 578-600.

Research output: Contribution to journalArticle

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