The Impact of Feedback FollowingOrganizational Leadership Development Initiatives

Abstract

Leadership development has become a multi-billion dollar industry, but unfortunately, way too often leadership development initiatives fail, not delivering the intended outcome. Although organizational interventions are clearly needed, research indicates that stimulating participants to take development activities on their own is far more promising for successful leadership development. The purpose of this study was to investigate how feedback following a leadership development initiative, utilizing 360-degree feedback, influences participants. Starting with analyzing the divergence between self and other ratings in 360-degree feedback, a new model is developed to investigate the influence of participants perceived accuracy and usefulness of feedback on the likelihood for to engage in self-development activities.