... companies operating in an industrial cluster situated in India. The proposed model considered “experienced meaningfulness” as mediator and contextual factors of psychological empowerment and supervisor feedback as moderators. Findings Using multi-variate analysis and after controlling for industry type...

... Employee development Feedback Feedback is an opportunity for managers to open a dialogue with employees around performance expectations and individual development. Yet, feedback is often met with negative reactions despite the nature of the feedback itself (Kluger and DeNisi, 1996 ; London...

...” to organizations and organizing (Bushe and Marshak, 2009, p. 349). © Emerald Group Publishing Limited 2016 Leadership development Feedback Communication Reflexivity Organization development Leadership teams Team structures in organizations are often based on the idea that organizations...

...I.J. Hetty van Emmerik; Arnold B. Bakker; Martin C. Euwema Purpose Departing from Hobfoll's conservation of resources theory, the paper aims to examine the relationship between resource losses (excessive job demands and unfavorable performance feedback) on the one hand, and negative job attitudes...

...Dirk van Dierendonck; Clare Haynes; Carol Borrill; Chris Stride Purpose To investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self‐ratings and subordinates' ratings. Design/methodology/approach The research design consisted...

... efforts by seeking to draw upon a more comprehensive self of the individual being developed. Implications for further research show the need for a new direction in multisource feedback assessment research and use and empirical studies that understand the real self in relation to the other components...

...Tony van Rensburg; Geoffrey Prideaux Purpose The research aims to examine the impact of a multisource feedback (MSF) program on a group of partners and other senior professionals in a professional service firm providing accounting, finance and law services. It seeks to shows how these people...

...Kelly A. Rutkowski; Lisa A. Steelman Purpose The purpose of this research paper was to examine the construct of accountability and its impact leadership development initiative in an upward feedback framework. Previous research has suggested that accountability may be an important moderator...

...James W. Smither; Manuel London; Richard R. Reilly; Raymond Flautt; Yvette Vargas; Ivy Kucine This paper hypothesized that ratees who share their multisource feedback with raters and ask for suggestions would improve more than other ratees. The participants were 5,335 ratees in a large, global...

...Muayyad Jabri Recent work in change management has emphasized the role of feedback in creating a readiness for, and contributing to acceptance of, the need for change. This article illustrates the development and application of an intervention protocol where differences in perceptual location among...

...Gary J. Greguras; John M. Ford; Stéphane Brutus Although research on multisource ratings indicates that different rater sources provide different information, little research has investigated how ratees attend to such information. Understanding how ratees attend to feedback information from...

...Kyle W. Luthans; Steve Farner This article first reviews the status of expatriate training and the need to evaluate the transfer of this training to expatriate managers on‐the‐job in a foreign culture. A multisource or 360‐degree feedback system is proposed as both a way to evaluate expatriate...

.... The findings of the study suggest that: users of 360‐degree feedback instruments should not rely solely on perceived importance of a skill dimension to aid in ratings interpretation, and the ability to solve complex problems and learn quickly on the one hand and being hard‐working and persistent on the other...

...Ann Marie Ryan; Stéphane Brutus; Gary J. Greguras; Milton D. Hakel Research on feedback acceptance typically has not focused on feedback given in developmental contexts nor has this research used sources other than self‐reports to measure feedback acceptance. This study examined recipient...

...Todd J. Maurer; Jerry K. Palmer Within a large telecommunications company, this study applied the Theory of Planned Behavior to understand managers’ intentions to improve their skills following peer/subordinate feedback. Survey responses from 127 managers who had just received their feedback...

...Stéphane Brutus; Manuel London; Jennifer Martineau This study focused on the relationship between 360‐degree (multi‐source) survey feedback to managers and subsequent selection of development goals. We hypothesized that performance ratings would be negatively related to setting development goals...

...Stéphane Brutus; John W. Fleenor; Cynthia D. McCauley Recent investigations on multi‐source feedback have focused on rating congruence. The extent to which self ratings are in agreement with the ratings of others has been linked to various individual outcomes such as derailment, likelihood...

...‐source feedback may work differently in different types of organizations, and such differences may need to be taken into account by researchers, practitioners, and feedback recipients. In the present study, r_WG(J) was calculated for each target manager with ratings from...

...Thomas N. Garavan; Michael Morley; Mary Flynn Focuses on 360 degree feedback which is defined as a contrived method of providing a flow of feedback to employees from all directions. Addresses the purposes of feedback within the organization, with special emphasis on its use for employee development...

...; then pay for performance, goal‐setting and feedback which are suggested as practical management development techniques that can help Eastern European managers to meet their performance challenges now and in the future. A Paradigm Shift in Eastern Europe: Some Helpful Management Development Techniques Fred...