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360-Degree Feedback: Integrating Business Know-How with Social Work Values
16 references·2 citing·45 second hop
360-Degree Feedback: Integrating Business Know-How with Social Work Values (2010)360-Degree Feedback: Integrating Business…The Role of Organizational Variables in Predicting Service Effectiveness: An Analysis of a Multilevel Model (2005)The Role of Organizational Va…Leadership in Social Work: A Case of Caveat Emptor? (2005)Leadership in Social Work: A …Leadership Development: Past, Present, and Future (2004)Leadership Development: Past,…The Relationship Between Organizational Variables and Client Outcomes (2002)The Relationship Between Orga…Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity (2002)Predictors of attitudes towar…Social work perceptions of transformational and transactional leadership in health care (2001)Social work perceptions of tr…360° feedback: Accuracy, reactions, and perceptions of usefulness. (2001)360° feedback: Accuracy, reac…AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES (2000)AN UPWARD FEEDBACK FIELD EXPE…The impact of 360‐degree feedback on planning for career development (1999)The impact of 360‐degree feed…THE EFFECTS OF INTERRATER AND SELF‐OTHER AGREEMENT ON PERFORMANCE IMPROVEMENT FOLLOWING UPWARD FEEDBACK (1999)THE EFFECTS OF INTERRATER AND…A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS (1999)A FIVE‐YEAR STUDY OF UPWARD F…360 Degree feedback and leadership development (1998)360 Degree feedback and leade…The Influence of Individual and Contextual Variables on 360-Degree Feedback System Attitudes (1997)The Influence of Individual a…How Can We Train Leaders if We Do Not Know What Leadership Is? (1997)How Can We Train Leaders if W…The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. (1996)The effects of feedback inter…360‐degree feedback as a competitive advantage (1993)360‐degree feedback as a comp…Social Workers as Senior Executives: Does Academic Training Dictate Leadership Style? (2013)Social Workers as Senior Exec…A Quantitative Analysis of Perceived Leadership Practices in Child Welfare Organizations (2012)A Quantitative Analysis of Pe…Design and Analysis: A Researcher's Handbook (1975)Estimating within-group interrater reliability with and without response bias. (1984)360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination (2003)Integrating leadership development and succession planning best practices (2007)A Qualitative Study (2009)A Theory of Social Comparison Processes (1954)Intraclass correlations: Uses in assessing rater reliability. (1979)UNDERSTANDING SELF‐OTHER AGREEMENT: A LOOK AT RATER AND RATEE CHARACTERISTICS, CONTEXT, AND OUTCOMES (2004)Are We On the Same Page? 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(2006)The impact of e‐HR on professional competence in HRM: Implications for the development of HR professionals (2006)Work-Life Balance in Great Companies and Pending Issues for Engaging New Generations at Work (2019)Transformational Classroom Leadership (2006)Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness (2010)Associations between Traditional and Digital Leadership in Academic Environment: During the COVID-19 Pandemic (2021)Fostering a Culture Shift: Assessment of Competence in the Education and Careers of Professional Psychologists. (2005)Guiding principles and recommendations for the assessment of competence. (2007)A bibliometric review of the leadership development field: How we got here, where we are, and where we are headed (2020)Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance. 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References

  • 1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
  • 2001360° feedback: Accuracy, reactions, and perceptions of usefulness.471 cited
  • 1997How Can We Train Leaders if We Do Not Know What Leadership Is?336 cited
  • 2004Leadership Development: Past, Present, and Future285 cited
  • 1999A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS256 cited
  • 1993360‐degree feedback as a competitive advantage231 cited
  • 2000AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES210 cited
  • 2002Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity164 cited
  • 2001Social work perceptions of transformational and transactional leadership in health care159 cited
  • 1999THE EFFECTS OF INTERRATER AND SELF‐OTHER AGREEMENT ON PERFORMANCE IMPROVEMENT FOLLOWING UPWARD FEEDBACK127 cited
  • 2005Leadership in Social Work: A Case of Caveat Emptor?115 cited
  • 1998360 Degree feedback and leadership development87 cited
  • 1997The Influence of Individual and Contextual Variables on 360-Degree Feedback System Attitudes85 cited
  • 2005The Role of Organizational Variables in Predicting Service Effectiveness: An Analysis of a Multilevel Model

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80 cited
  • 1999The impact of 360‐degree feedback on planning for career development55 cited
  • 2002The Relationship Between Organizational Variables and Client Outcomes52 cited
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    • 2013Social Workers as Senior Executives: Does Academic Training Dictate Leadership Style?16 cited
    • 2012A Quantitative Analysis of Perceived Leadership Practices in Child Welfare Organizations11 cited