360 feedback assessments can be powerful tools for your talent development. Here’s how to roll out a successful 360 feedback initiative.
Investigate the relationship between goal setting and transfer of training through a 360-degree survey collected 3 months after a 5-day leadership program. Leaders setting goals for competency change showed greater improvement in developing others and building relationships than
Examine the integration of implicit leadership theories and person-organization fit into the development processes. Research explores how assessments could account for differing mental models of what effective leadership entails.
Investigate the convergence and divergence perspectives on leadership competencies across managerial contexts. Study examines whether leadership capabilities show universal patterns or context-specific variations, informing development program design and assessment approaches.
Discover best practices to ensure positive impact from 360-degree feedback where subordinates, peers, bosses, and customers provide behavioral and performance feedback. Paper presents literature-based suggestions for maximizing 360-degree impact and behavioral change in management
Examine derailment signs across generational cohorts, revealing more commonalities than expected. Research challenges assumptions about generation-specific derailment patterns, identifying universal warning signs and behavioral indicators regardless of age group.
Explore 3 decades of our Benchmarks® 360 assessment research used by 16,000 organizations and 200,000+ managers. Sourcebook annotates published studies on the assessment’s development, refinement, result interpretation, and relationships with other psychological assessments.
Examine political skill as an indicator of promotability among multiple rater sources. Research investigates how networking ability, interpersonal influence, social astuteness, and apparent sincerity predict advancement perceptions from bosses, peers, and subordinates.
Examine a comprehensive review of self-other rating agreement (SOA) in leadership from 1997 to present. Research analyzes agreement models, rating factors, correlates, measurement issues, and data analytic techniques for 360-degree multisource feedback instruments.
Investigate whether providing career-related mentoring to direct reports benefits managers’ own promotability as perceived by bosses (n=1,623) and peers (n=1,597). Research reveals both self and subordinate mentoring ratings positively relate to promotability, with underrating
