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The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assessed in a field setting. Subjects were 978 student leaders and their 1,232 followers. Results indicated that overall, leaders' behaviors as rated by followers improved after feedback. Leaders' self-evaluations following feedback became more similar to the evaluations provided by followers. Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between self-and follower ratings, differences between groups in post-feedback self-evaluations and follower ratings emerged. Self-evaluations for leaders receiving negative feedback (high self- relative to followers' ratings) went down, while self-evaluations for leaders receiving positive feedback (low self- relative to follower's ratings) went up. Follower ratings of leaders who received negative feedback improved following feedback to leaders, while there was no change in follower ratings for those receiving positive feedback. Implications for using upward feedback in organizations are discussed.
Feedback from others, self-observation or the job itself is important in attempts to improve one's job performance. While the nature of feedback (e.g. whether it is positive or negative) can influence its impact, a comprehensive review concluded that objective feedback had a positive effect on individual performance (Prue & Fairbank, 1981). Formal feedback from others most often occurs as part of the performance evaluation/appraisal process. Performance appraisals provide a mechanism for observers to respond to other employees' work performances. Traditionally, performance appraisals have involved superiors' evaluations of subordinates' behaviors; however, the use of subordinate appraisals (upward feedback) in the performance appraisal process is increasing (Bernardin, Dahmus, & Redmon, 1993).
Upward feedback can be particularly valuable in attempts to develop leaders. Subordinates are the direct targets of the leader's behavior and thus can provide feedback to the leader about his or her leadership from first-hand experience. Subordinate appraisals are also important because many leadership behaviors occur that only the leader and subordinate have observed. Similar to superior appraisals, subordinate appraisals can provide information to the leader about follower perceptions of his or her strengths and weaknesses and the degree to which the leader's perceptions match those of the followers.
The use of upward feedback in organizations has received increased attention as part of what are called 360-degree feedback programs....