This study sought to understand employees' level of behavioral engagement in response to feedback received in developmental assessment center (DAC) programs. Hypotheses were drawn from theories of self-enhancement and self-consistency and from findings in the multisource feedback and assessment center literatures regarding recipients' perceptions of feedback. Data were gathered from 172 U.S. middle managers participating in a DAC program. Results suggested that more favorable feedback was related to higher behavioral engagement. When discrepancies between self- and assessor ratings were examined, overraters (participants whose overall self-ratings were higher than their assessor ratings) tended to show less engagement in the program compared to underraters. However, pattern agreement on the participant's dimension profile did not significantly correlate with behavioral engagement. Based on these findings, avenues for future research are presented and practical implications are discussed.