The authors would like to thank Bruce Avolio, David Waldman, Francis Yammarino, and the anonymous reviewers for their helpful comments on an earlier draft of this manuscript. The authors would also like to express our appreciation to Lary Jones for his computer expertise and assistance.
THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP
Article first published online: 7 DEC 2006
Volume 48, Issue 1, pages 35–59, March 1995
How to Cite
ATWATER, L., ROUSH, P. and FISCHTHAL, A. (1995), THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP. Personnel Psychology, 48: 35–59. doi: 10.1111/j.1744-6570.1995.tb01745.x
- Issue published online: 7 DEC 2006
- Article first published online: 7 DEC 2006
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.