Feedback is a rare commodity in day-to-day organizational life, but it is a key to ongoing effectiveness.One popular vehicle for getting feedback from one's boss, peers, subordinates, and customers is the multiple-perspective or 360-degree-feedback instrument. Whether part of a management-development course or used alone, this kind of instrument can enhance self-awareness by highlighting a leader's strengths and areas in need of further development.Selecting the right instrument from among the dozens that are available can be difficult, however.This new edition of Feedback to Managers, the fourth, updates and expands the popular 1998 edition.It guides the selection process with an in-depth analysis of 32 publicly available instruments that relate self-view to the views of others on multiple management or leadership domains. Each of the instrument reports includes descriptive information, a look at the research behind the instrument, and descriptions of support materials.

Feedback is a rare commodity in day-to-day organizational life, but it is a key to ongoing effectiveness. One popular vehicle for getting feedback from one’s boss, peers, subordinates, and customers is the multiple-perspective or 360-degree-feedback instrument. Whether part of a management-development course or used alone, this kind of instrument can enhance self-awareness by highlighting a leader’s strengths and areas in need of further development. Selecting the right multirater instrument from among the dozens that are available can be difficult. This new edition of Feedback to Managers, the fourth, updates and expands the popular 1998 edition. It guides the selection process with an in-depth analysis of 32 publicly available instruments. Each of the instrument reports includes descriptive information, a look at the research behind the instrument, and descriptions of support materials.

From the Center for Creative Leadership, this essential guide is updated with new insights, tips, and tools to help organizations get the most out of 360-degree feedback. This hands-on guide from the Center for Creative Leadership (CCL) shows how to implement effective 360-degree feedback systems as part of leadership development initiatives in organizations. Written for professionals who work inside organizations and external consultants working with clients, the book draws on over twenty years of research and practice in organizations both large and small. Expert authors from CCL provide step-by-step guidelines for successful 360-degree feedback as well as best practices observed and tested with CCL's broad base of clients. The second edition is updated with advances in the field over the past ten years and features new chapters on what affects validity, why the process can fail, and the future of leadership. The book includes worksheets, checklists, and other tools to use or adapt with a 360-degree feedback process in any organization.

This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment. Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.

Unconventional Wisdom: A Brief History of CCL's Pioneering Research and Innovation was published in 2006, exploring CCL's groundbreaking leadership development work since the 1970s. Eighteen years later, many keepers of CCL's history have moved on. To preserve major research trends for posterity, Ideas into Action: CCL's Research & Innovation Journey picks up where Unconventional Wisdom left off. While Unconventional Wisdom laid the cornerstone, Ideas into Action focuses on the practical application and impact of CCL's pioneering research. It documents how CCL has turned ideas into action, evolving from theory into real-world leadership solutions over the past decades.

Social and behavioral science has for decades studied and recognized leadership as a social exchange between leaders and followers. But leadership is rather complex, and as such, it tends to lead to an increased interest within and across different disciplines. This book is an attempt to provide theoretical and empirical framework to better understand leadership challenges in various contexts. The authors cover an array of themes that span from an individual level to an organizational and societal level. In this volume, two sections are presented. The first section based on individual level focuses on different leadership styles and abilities, and the other section provides theories to understand leadership in public administration, in industrial settings and in nonprofit organizations.

This new issue in the CCBS leadership series provides you with a comprehensive country-specific analysis of culturally endorsed leadership practices and expectations for: Brazil, Chile, Costa Rica, the Emirates, Hungary, Israel, Japan, México, Morocco, Pakistan, Qatar, Serbia, South Africa, Switzerland, Thailand, Turkey, Ukraine, and last but not least the United States of America. This book provides a reference for senior executives or those aiming to obtain a cross-border career, to understand cultural differences across societies, and how to act socially desirable. This publication contains contributions from more than 90 researchers from 29 countries who participated in the ‘Cross-Cultural Business Skills’ elective offered by the Amsterdam University of Applied Sciences (HvA).

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