LEADERSHIP, MANAGERIAL PERFORMANCE AND 360-DEGREE FEEDBACK

360-degree feedback, that is the practice of using multiple ratings in the assessment of individuals, has become a popular assessment tool f or purposes of management development and performance appraisal. Our f irst aim was to examine the strength of agreement (correlations) betwe en different raters of branch managers in a large Australian bank. The raters were: the managers' superior (n = 66), manager (self) (n = 249 ). and two subordinates (n = 498). Raters assessed the target managers on transformational leadership and work performance. Our second aim w as to examine the influence of three variables on level of agreement b etween manager and subordinate ratings; these were age of the manager, level of performance of the manager, and extent of acquaintance betwe en manager and subordinate. Consistent with previous research, the res ults showed a low agreement between the three sources on ratings of ma nager's leadership and work performance. However, there was moderate a greement between pairs of subordinates. Level of agreement was influen ced by manager's performance, but not by extent of acquaintance, and i nconclusively by age of the manager.