Studies on using 360 Degree Feedbacks on Management Skills and Leadership Development

International Journal of Economics and Management Studies

© 2016 by SSRG - IJEMS Journal

Volume 3 Issue 10

Year of Publication : 2016

Authors : Uttam kumar Das, Dr. Jayakrushna Panda

10.14445/23939125/IJEMS-V3I6P101

How to Cite?

Uttam kumar Das, Dr. Jayakrushna Panda, "Studies on using 360 Degree Feedbacks on Management Skills and Leadership Development," SSRG International Journal of Economics and Management Studies, vol. 3,  no. 10, pp. 1-4, 2016. Crossref, https://doi.org/10.14445/23939125/IJEMS-V3I6P101

Abstract:

The 360 degree feedback has gained importance as a performance management and career development tool in the organizations. It is a useful development tool for individuals who are in a management role. 360 Feedback for managers is useful to help individuals be more effective in their current roles furthermore to help them understand what areas they ought to concentrate on improvement. it gives feedback from all perspectives from managers, seniors, peers, subordinates, providers, customers for an individual, that individual will likewise rate himself and afterward coordinate the execution from others evaluations. This paper is based on the feedback of 50 employees from software companies where the 360 Degree Feedback program was used. The primary study included a sample of respondents-50; The study was done using a questionnaire method. The results indicated that there has been an overall positive impact reported of 360 Degree feedback on leadership development.

Keywords:

 360 degree feedback, management skill, personal development, leadership.

References:

[1] Leonard, Beauvais, L.L., Scholl, R.W.(1995). A Self Concept-Based Model of Work Motivation.
[2] Fletcher C. & Baldry, C. (2000). A study of individual differences and self awarenss the context of multi–source feedback. Journal of occupational and organizational psychology, 73, 303-319.
[3] Atwater, L., & Waldman, D. (1998). Accountability in 360 degree feedback. HR Magazine, 43, 96-104.
[4] Curtis, D., (1996).Employers appreciate 360#degree feedback. Management Development Review, 9(5), 34 -36.
[5] Gallagher, T. (2008). 360-Degree Performance Reviews Offer Valuable Perspectives. Financial Execute, December, 61
[6] Parker-Gore, S., (1996).Perception is reality: using 360 degree appraisal against behavioural competences to effect organizational change and improve management performance. Career Development International, 1(3), 24 – 27.
[7] McCauley, C. D. & Russell, S. Moxely, (1996). Developmental 360: how feedback can make managers more effective. Career Development International, 1(3), 15 – 19.
[8] Drew, G., (2009). A “360” degree view for individual leadership development. Journal of Management Development, 28(7), 581 – 592.
[9] Peiperl, M.A. (2001), “Best Practice: Getting 360 degree feedback right”, Harvard Business Review, 142-147.
[10] Avolio, B.J. (2005). Leadership Development in Balance: MADE / Born. Lawrence Erlbaum Associates Publishers, New Jersey.
[11] Boyatzis, R.E., Stubbs, E.C., and Taylor, S.N. (2002), “Learning cognitive and emotional competencies through graduate management education”, Academy of Management Learning and Education, 1( 2), 150-162.