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 lo

. . .
egree feedback ratings, Journal of Management, 299 The authors explore whether rater affect has a similar effect on the leniency of ratings from three of the sources of 360-degree feedback. Those three sources were peer, up and down. They also explored the question of whether the rater's effect is weaker or stronger in relation to the interaction between a rater's affect and the time he or she has spent observing the ratee. The research and the test results suggest that the influence of rater affect on the leniency of ratings was significantly greater in upward and peer feedback than in downward. Critique of the Article Perceived to be the Most Valuable Of the five articles selected, the one by Antonioni and Heejoon will be explicated more thoroughly. First, they have one of the more clear explanations of the 360 degree process, and do not make the assumption, as did the other articles, that the readers knew all aspects of the attitude. They explain that in the "individuals receive ratings from three or four different sources: they assess themselves, and they receive assessments from their supervisors, from their peers, and, if they are managers, from their subordinates" (p. 299). Then follows a discussion of the vario
. . .

Some common words found in the essay are:
Antonioni Heejoon, Discussion Applications, Journal Management, Managerial Issues, HR Magazine, De Luque, Leadership Introduction, Anthony WP, March Career-relevant, Management Review, 360 degree, rater affect, 360 degree feedback, degree feedback, 360-degree feedback, journal management, sources 360-degree feedback, sources 360-degree, sully de, antonioni heejoon, de luque, sully de luque, management review 414-419, academy management review, leniency ratings,
Approximate Word count = 1262
Approximate Pages = 5 (250 words per page)

More Essays on 360 Degree Feedback Within the Field Of Leadership