Antecedents and consequences of reactions to developmental 360° feedback

Leanne E. Atwater, Joan Brett

Research output: Contribution to journalArticlepeer-review

92 Scopus citations


This study investigated the factors that influence leaders' reactions to 360° 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.

Original languageEnglish (US)
Pages (from-to)532-548
Number of pages17
JournalJournal of Vocational Behavior
Issue number3
StatePublished - Jun 2005

ASJC Scopus subject areas

  • Education
  • Applied Psychology
  • Organizational Behavior and Human Resource Management
  • Life-span and Life-course Studies


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