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Using Multisource Feedback to Develop Leaders: Applying Theory and Research to Improve Practice

Personnel Decisions Research Institutes (PDRI)

The problem and the solution . Empirical research suggests that, on average, the changes made by leaders after receiving multisource feedback (MSF) are positive, but fairly small. Four sets of explanations for these results are analyzed in this article: potential limitations in the design of previous studies on MSF, the psychometric characteristics of MSF instruments, flaws in implementing MSF systems, and theory-based explanations of development following receipt of feedback. Models of development, feedback, and MSF suggest that it is unrealistic to expect MSF to lead to development for all leaders. Implications for practice and research are discussed. MSF can help many leaders develop, but only when associated development programs are correctly designed and implemented.

Key Words: leadership development • multisource feedback • 360-degree feedback

Advances in Developing Human Resources, Vol. 10, No. 5, 703-720 (2008)
DOI: 10.1177/1523422308322271


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