REACTIONS OF LEADERS TO 360-DEGREE FEEDBACK FROM SUBORDINATES AND PEERS

The current study examined factors related to leaders' reactions to 36 0-degree feedback. The total sample consisted of 220 supervising manag ers from a large public utility. We collected data in three waves whic h involved pretest, performance rating, and posttest surveys (49 leade rs had valid data from all three waves of measurement). We hypothesize d that overall ratings, organizational support, and perceived rater ab ility would be positively related to four reaction criteria (acceptanc e and perceived usefulness of subordinate feedback and peer feedback). Results showed that overall ratings were related to acceptance of pee r and subordinate feedback, but were less consistently related to perc eptions of feedback. usefulness. For perceived usefulness of subordina te feedback, organizational support accounted for unique variance beyo nd overall ratings, and perceived rater ability was marginally signifi cant. None of the predictions for perceived usefulness of peer feedbac k were significant. The authors discuss limitations, implications, and suggestions for future research.