Antecedents and consequences of reactions to developmental 360° feedback

被引：64

作者：

Atwater, LE ^{[1
]}

Brett, JF ^{[1
]}

机构：

[1] Arizona State Univ W, Sch Management, Glendale, AZ 85306 USA

来源：

JOURNAL OF VOCATIONAL BEHAVIOR | 2005年 / 66卷 / 03期

关键词：

D O I：

10.1016/j.jvb.2004.05.003

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This study investigated the factors that influence leaders' reactions to 360 degrees 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. (c) 2004 Elsevier Inc. All rights reserved.

引用

页码：532 / 548

页数：17

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[1] CONDITIONS FOR COMPETENCE ACQUISITION AND THERAPY [J].