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Below is the stream related to your search. In the left-hand column are the references in the Research Portal that are in your search item. In the right-hand column are the citations that have referenced your search item. You can continue following this stream by clicking the “View stream” button on one of the Reference or Citation entries.

References (8 in Portal)
Back in Time
 
When Does 360-Degree Feedback Create Behavior Change? And How Would We Know It When It Does?

D Bracken, D Rose Journal of Business and Psychology 2011

360-degree feedback has great promise as a method for creating both behavior change and organization change, yet research demonstrating results to this effect has been mixed. The mixed results are, at least in part, because of the high degree of variation in design features across 360 processes. We identify four characteristics of a 360 p...

Cites in Google Scholar: 131
 
Using multisource feedback coaching effectively in executive education.

R Hooijberg, N Lane Academy of Management Learning & Education 2009

Many executive education programs that are focused on leadership now use multisource feedback. Both the faculty and clients then hope that providing this feedback will lead to performance improvements. Multisource feedback research has shown, however, that the extent to which improvement occurs depends on a variety of personality variable...

Cites in Google Scholar: 110
 
Executive coaching as a transfer of training tool: Effects on productivity in a public agency.

G Olivero, K Bane, R Kopelman Public personnel management 1997

Examined the effects of executive coaching in a public sector municipal agency. 31 managers underwent a managerial training program, which was followed by 8 wks of 1-on-1 executive coaching. Training increased productivity by 22.4%. The coaching, which included goal setting, collaborative problem solving, practice, feedback, supervisory i...

Cites in Google Scholar: 731
 
Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings.

J Smither, M London, R Reilly Personnel Psychology 2005

We review evidence showing that multisource feedback ratings are related to other measures of leadership effectiveness and that different rater sources conceptualize performance in a similar manner. We then describe a meta-analysis of 24 longitudinal studies showing that improvement in direct report, peer, and supervisor ratings over time...

Cites in Google Scholar: 836
 
The impact of executive coaching and 360 feedback on leadership effectiveness.

E Thach Leadership & Organization Development Journal 2002

Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual c...

Cites in Google Scholar: 469
 
Dispositional affect and leadership effectiveness: A comparison of self-esteem, optimism, and efficacy

MMm Chemers, CB Watson, ST May Personality and Social Psychology Bulletin 2000

A two-part study examined the effects of leadership efficacy and optimism on the evaluation and performance of military cadet leaders. Cadets at several universities responded to measures of leadership confidence and optimism. In Part 1, the cadets (n = 96) were rated for leadership potential by their military science professors. Both lea...

Cites in Google Scholar: 402
 
My next client: Understanding the Big Five and positive personality dispositions of those seeking psychosocial support interventions.

KD Klockner, R Hicks International Coaching Psychology Review 2008

Objectives: The purpose of this study was to examine whether individuals who sought out psychosocial support interventions which include life, career and executive coaching, mentoring services and counselling psychology services, could be identified by a combination of the Big Five and other positive personality facets and could subseq...

Cites in Google Scholar: 17
 
Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research

K Nowack, S Mashihi 2012

Despite the popularity of 360-degree feedback, meta-analytic findings suggest that these interventions can lead to a significant change in behavior but the effect sizes are typically modest and when done poorly may lead to both disengagement and a decline in performance. The research evidence addressing practical issues for coaches to suc...

Cites in Google Scholar: 117
Citations (2 in Portal)
Forward in Time
 
How are top companies designing and managing their high-potential programs? A follow-up talent management benchmark study.

AH Church, C Rotolo, N Ginther, R Levine Consulting Psychology Journal: Practice and Research 2015

The assessment and development of leadership potential in organizations is a critical factor in an effective talent management strategy. Given the business environment, war for talent, and greater involvement from Boards of Directors on succession planning many organizations have prioritized their high-potential identification practices o...

Cites in Google Scholar: 21
 
Sleep, Emotional Intelligence, and Interpersonal Effectiveness: Natural Bedfellows

K Nowack Consulting Psychology Journal: Practice and Research 2017

According to the National Sleep Foundation’s Sleep in America Poll, U.S. adults sleep between 6.7 to 7.3 hr every night, which has decreased by approximately 2 hr per night since the 19th century (National Sleep Foundation, 2016). Inconsistent or insufficient sleep can be costly for business, impacting leadership decision making/judgment,...

Cites in Google Scholar: 2
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