Abstract
We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to recall feedback from supervisors and direct reports than peers. Self versus other rating discrepancies were unrelated to recall, and recall of MSF was not related to subsequent improvement in MSF.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 202-218 |
| Number of pages | 17 |
| Journal | Journal of Leadership and Organizational Studies |
| Volume | 14 |
| Issue number | 3 |
| DOIs | |
| State | Published - 2008 |
| Externally published | Yes |
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Keywords
- Multisource feedback
- Performance management
ASJC Scopus subject areas
- Sociology and Political Science
- Business and International Management
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management Science and Operations Research
Cite this
What do leaders recall about their multisource feedback? / Smither, James W.; Brett, Joan; Atwater, Leanne E.
In: Journal of Leadership and Organizational Studies, Vol. 14, No. 3, 2008, p. 202-218.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - What do leaders recall about their multisource feedback?
AU - Smither, James W.
AU - Brett, Joan
AU - Atwater, Leanne E.
PY - 2008
Y1 - 2008
N2 - We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to recall feedback from supervisors and direct reports than peers. Self versus other rating discrepancies were unrelated to recall, and recall of MSF was not related to subsequent improvement in MSF.
AB - We examined 145 leaders' recall of their multisource feedback (MSF) 9 months after receiving the feedback. Leaders recalled more strengths than weaknesses, but these memories had only a small relationship with the actual feedback received. Leaders were more likely to recall feedback related to their consideration of employees and performance orientation than feedback related to developing and recognizing employees, and they were more likely to recall feedback from supervisors and direct reports than peers. Self versus other rating discrepancies were unrelated to recall, and recall of MSF was not related to subsequent improvement in MSF.
KW - Multisource feedback
KW - Performance management
UR - http://www.scopus.com/inward/record.url?scp=46649096415&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=46649096415&partnerID=8YFLogxK
U2 - 10.1177/1071791907308463
DO - 10.1177/1071791907308463
M3 - Article
AN - SCOPUS:46649096415
VL - 14
SP - 202
EP - 218
JO - Journal of Leadership and Organizational Studies
JF - Journal of Leadership and Organizational Studies
SN - 1548-0518
IS - 3
ER -