360-Degree feedback to leaders: Does it relate to changes in employee attitudes?

Leanne E. Atwater, Joan Brett

Research output: Contribution to journalArticlepeer-review

40 Scopus citations


This study examined the extent to which changes in leader behavior 1 year after a 360-degree feedback intervention related to changes in employee attitudes. Participants were 145 leaders and their subordinates, peers, and manager. The results indicated that improved subordinate ratings of the leader on consideration, performance orientation, and employee development related to increased subordinate engagement and satisfaction as well as reduced intentions to leave following 360-degree feedback to leaders. This study demonstrates that improved leader behavior following 360-degree feedback is related to improved employee attitudes.

Original languageEnglish (US)
Pages (from-to)578-600
Number of pages23
JournalGroup and Organization Management
Issue number5
StatePublished - Oct 2006


  • Employee attitudes
  • Employee engagement
  • Feedback
  • Multisource feedback

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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