Reactions of leaders to 360-degree feedback from subordinates and peers

Abstract

The current study examined factors related to leaders' reactions to 360-degree feedback. The total sample consisted of 220 supervising managers from a large public utility. We collected data in three waves which involved pretest, performance rating, and posttest surveys (49 leaders had valid data from all three waves of measurement). We hypothesized that overall ratings, organizational support, and perceived rater ability would be positively related to four reaction criteria (acceptance and perceived usefulness of subordinate feedback and peer feedback). Results showed that overall ratings were related to acceptance of peer and subordinate feedback, but were less consistently related to perceptions of feedback usefulness. For perceived usefulness of subordinate feedback, organizational support accounted for unique variance beyond overall ratings, and perceived rater ability was marginally significant. None of the predictions for perceived usefulness of peer feedback were significant. The authors discuss limitations, implications, and suggestions for future research.