Integrating Implicit Leadership Theories and Fit Into the Development of Global Leaders: A 360-Degree Approach

Evidence-based answers to 15 questions about leveraging 360-degree feedback.

“…They encouraged consideration of alternatives beyond frequency-based scales that might emphasize perceptions of overdoing or underdoing behaviors (e.g., Kaiser & Overfield, 2011) and bipolar scales measuring strengths and the overuse of those strengths. Gentry and Eckert (2012) suggested that using a dual scale of leadership expectations (ratings on the dimensions that contribute or hinder leadership in general) and perceptions (actual ratings of behavior) and exploring the alignment between these two might also improve and enhance crosscultural measurement and development of clients receiving feedback. They argued that this method differs from traditional 360-degree measurement approaches in that perceptions per se, are neutral and that meaning is dependent on the context of "local" expectations.…”

Global Leaders in East and West: Do all Global Leaders Lead in the Same Way?

“…Effective leadership, therefore, would be based on the leader's ability to understand different prototypes and to match their behavior to them (Gentry & Eckert, 2012). The context in which the GELI was completed, however, may have cued the answers.…”

360° grįžtamojo ryšio tyrimo esmė ir etapai vadovų kompetencijų ir lyderystės tyrimuose

“…Grįžtamasis ryšys turėtų atskleisti tiriamojo veiklos ar elgsenos trūkumus ir parodyti stipriąsias jo puses. Įsivertinimo ir kitų asmenų pateiktų vertinimų palyginimas -taip pat svarbus 360° grįžtamojo ryšio tyrimo aspektas (Gentry, Eckert, 2012;Atwater, Brett, 2005;Church, 2018;Miao ir kt., 2018;Manning, 2013;Blair ir kt., 2014;Langford ir kt., 2017;haddad ir kt., 2018).…”