Beverly Alimo-Metcalfe
begins her discussion of 360 degree feedback by describing the
difference between traditional "transactional leadership"
and the more powerful "transformational leadership."
In transactional leadership, "...the influence of the manager
is located in, and limited to the manager's ability to provide
a quid pro quo reward, or negative feedback, to a follower."
Transformational leadership, on the other hand, moves beyond
this exchange relationship and encourages real empowerment. The
four components of transformational leadership are (and we quote):
- charisma (or idealized influence);
- inspirational motivation;
- intellectual stimulation; and
- individualized consideration.
Recent studies have shown that transformational
leadership leads to high levels of employee commitment, motivation,
job satisfaction, performance, and innovation.
In the modern world and workplace, "...leadership
is being conceptualized and extolled as an authority 'bestowed'
on a manager by his/her followers." If we are to accurately
gauge the success of a particular leader or manager, then, we
must consider how those "followers" -- staff or subordinates
-- view their leader's abilities. 360 degree feedback, also known
as multi-rater or multi-source feedback, solicits evaluations
from a manager's staff, colleagues, and boss, as well as a self-evaluation
for comparison. Studies of this feedback indicate that managers'
self-evaluations are typically different than the evaluations
of their "others" (peers, staff, or bosses), indicating
that managers have very little knowledge of their own strengths
or weaknesses. Interestingly, the author notes, male managers
are more likely to see themselves more positively than their
employees do, while female managers are more likely to see themselves
more negatively. Either way, however, a manager is more likely
to be seen as transformational, and to be more effective, if
his or her self-perception is more closely aligned with the perceptions
of staff members.
By increasing managers' opportunities for
self-awareness-to see themselves as others see them-360 degree
feedback can be used as a tool for developing more effective
leadership skills. A 1996 study by Bass and Avolio showed that
for this feedback to be a cause for improvement, managers had
to specifically work on changing: "To be a more effective
leader one must decide what is desired change, plan for it, learn
how to do it and then transfer learning to the job."
360 degree feedback provides the beginning
of this process, which must include follow-up support, which
could include (again quoting):
- a development programme;
- regular mentoring arrangements with an
appropriately skilled individual;
- involvement in action learning sets or
some other process for supporting self-managed learning;
- a careers counseling event at which the
individual receives some personal support.
Beverly Alimo-Metcalfe stresses that this
process should be used purely for development, and not for appraisal,
selection, or pay for performance. Her article delves into studies
of 360 degree feedback, as well as providing guidelines for implementing
this program. The article would be useful for anyone considering
beginning a 360 degree feedback program or seeking to improve
management leadership skills.