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Effects of upward feedback on leadership behaviour toward subordinates

Effects of upward feedback on leadership behaviour toward subordinates

Authors :
Clare Haynes
Dirk van Dierendonck
Carol Borrill
Chris Stride
Department of Organisation and Personnel Management
Source :
Journal of Management Development, 26(3), 228-238. Emerald Group Publishing
Publication Year :
2007
Publisher :
Emerald Group Publishing, 2007.

Abstract

PurposeTo investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self‐ratings and subordinates' ratings.Design/methodology/approachThe research design consisted of two measurement points within six months. The program included managers receiving an upward feedback report and a short workshop to facilitate interpretation. A sample of 45 managers and 308 staff members of a community health care organization took part.FindingsThe study showed three results. First, managers lack insight into the real impact of their behavior. Second, only a small positive effect was found of the upward feedback program on the leadership behaviour as rated by their staff in terms of valuing diversity. Third, the managers' self‐ratings of Presenting feedback, Fairness and Integrity & respect decreased between Time 1 and Time 2.Originality/valueThe study points towards the need for HRM professionals to carefully implement upward feedback programs in order to have a real impact on the development of managers.

Details

ISSN :
02621711
Volume :
26
Issue :
3
Database :
OpenAIRE
Journal :
Journal of Management Development
Accession number :
edsair.doi.dedup.....4dcf41763c9b834cb944366788112af4