| This study investigated whether 360-degree feedback delivered to managers in written form or in a facilitated workshop followed by a brief coaching session had a positive effect on others' perception of their leadership behavior three months later. A quantitative approach was taken using Sashkin's Visionary Leadership Theory (VLT) to study the effects of presenting managers with feedback from The Leadership Profile (TLP). A field experiment, utilizing a pretest-posttest control group design, assessed and analyzed perceived changes in supervisors' leadership behavior in response to feedback. This experiment was conducted in a large medical processing laboratory located in the Mid-Atlantic region of the United States. Results showed no significant changes in perceived behavior, as reported by self and others, for any of the three groups even when self-other agreement was considered as a moderating variable. The short time between the feedback and the final measurement, as well as the relatively weak intervention, may be central factors in the lack of significant results. As is common in many large organizations today, several major external events impacted the managers participating in this study and may have diluted organizational support for the type of development work that seems to facilitate behavior change. |
