360-Degree Feedback: A Powerful Tool for Leadership Development and Performance Appraisal

360-DEGREE FEEDBACK IS A POWERFUL MULTI-DIMENSIONAL LEADERSHIP DEVELOPMENT TOOL THAT DRAWS UPON THE KNOWLEDGE OF PEOPLE WITHIN A PERSONS OWN CIRCLE OF INFLUENCE SUPERVISORS, PEERS, AND DIRECT REPORTS. It is most widely used for development, yet many organizations also use it for administrative purposes. This thesis examines the efficacy of 360- degree feedback through an in-depth research review that establishes when 360-degree feedback is effective and what conditions enhance or detract from its effectiveness. The thesis explains how 360-degree feedback was developed and examines its rapid growth in popularity. The argument for multi-dimensional performance feedback is then discussed in errs of four factors that have changed the role of leadership as we have moved from the Industrial AgeCold War to globalization and the Information Age. As leaderships roles change, so must the goals of leadership development. A review of successful organizations reveals that many are using 360-degree feedback for modem leadership development, reinforced by similar systems for administrative performance appraisal. Research on 360-degree feedback reveals effectiveness conditions, design and implementation considerations, and four categories of potential benefits. Large Group Interventions with Appreciative Inquiry for collaborative designimplementation and positive change management also are discussed. The thesis ends with strong recommendations for the use of 360-degree feedback for both Navy leadership development and administrative appraisal.