360 Degree Feedback Within the Field Of Leadership
The primary interest in this topic is to understand it. The term "360 degree feedback" has become almost a buzzword and is rapidly running the risk of becoming meaningless. The purpose of this research, then, is to read as much about it as possible, and to use the opinions of supposed scholars and wise ones in the field of management to help formulate some opinions of my own.
1. Sully De Luque, M.F. (2000, October), The Impact of Culture on Feedback-seeking behavior: An Integrated Model and Propositions, Academy of Management Review, 414-419
After acknowledging the number of scholars who have decided that "People have an intuitive interest in knowing how they are doing, especially when their job depends on it," Sully De Luque informs us that "organizations continue to assess performance and implement feedback mechanisms," (p. 414). She then proceeds to conduct a cross-paradigm study of four aspects of feedback and tries to determine to what extent, if any, a company's culture affects the way its employees react to giving and receiving feedback.
2. Simmonds, P.G; Dawley, D.D; Ritchie, W.J.; Anthony, W.P. (2001, Oct. 1), An exploratory examination of the knowledge transfer of strategic management concepts from the academic environment, Journal of Managerial Issues, p. 360
This challenging article reviews much management thinking from the academic world, and takes a deeper look at the issues and ideas behind what are called "schools of thought." The subtext of the article is "Does any of this matter," (when referring to various management philosophies that flame into existence and then quickly burn out. As the authors say at the beginning "The current study is an exploratory effort to assess whether the work of the academic community has significantly influenced the practice of management in business organizations. Although the study is limited in its scope, we h...