Antecedents and Consequences of Reactions to Developmental 360[degrees] Feedback

Autor/inn/en	Atwater, Leanne E.; Brett, Joan F.
Titel	Antecedents and Consequences of Reactions to Developmental 360[degrees] Feedback
Quelle	In: Journal of Vocational Behavior, 66 (2005) 3, S.532-548 (17 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0001-8791
DOI	10.1016/j.jvb.2004.05.003
Schlagwörter	Leaders; Influences; Behavior; Feedback; Responses; Motivation; Attitudes; Personality Traits + Suchen Sie Ihr Suchwort? Fachleiter; Influence; Einfluss; Einflussfaktor; psychologische; Motivation (psychologisch); Attitude; Einstellung; Verhalten; Individual characteristics; Personality characteristic; Persönlichkeitsmerkmal
Abstract	This study investigated the factors that influence leaders' reactions to 360[degrees] feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were more motivated following feedback. We found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. Leaders' reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time. (Author).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10