Citation map · Study

SZodixStudyAcademic Library

Shelves Open access

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

Understanding and optimizing multisource feedback

16 references·16 citing·43 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

1988A social-cognitive approach to motivation and personality.9,633 cited
1986Motivational processes affecting learning.6,921 cited
1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
1979Consequences of individual feedback on behavior in organizations.1,821 cited
1997Development and Validation of a Work Domain Goal Orientation Instrument1,546 cited
1996Goal Orientation in Organizational Research: A Conceptual and Empirical Foundation1,216 cited
1988A META‐ANALYSIS OF SELF‐SUPERVISOR, SELF‐PEER, AND PEER‐SUPERVISOR RATINGS1,080 cited
1992DOES SELF‐OTHER AGREEMENT ON LEADERSHIP PERCEPTIONS MODERATE THE VALIDITY OF LEADERSHIP AND PERFORMANCE PREDICTIONS?525 cited
2001360° feedback: Accuracy, reactions, and perceptions of usefulness.471 cited
1999Goal orientation and goal content as predictors of performance in a training program.470 cited
1998SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER?454 cited
1995Alternatives to Difference Scores as Dependent Variables in the Study of Congruence in Organizational Research402 cited
1986Employee responses to formal performance appraisal feedback.278 cited
1993The impact of 360‐degree feedback on management skills development

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

261 cited

1999A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS256 cited

1993360‐degree feedback as a competitive advantage231 cited

Cited by

2007Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership144 cited
2009Do you see what we see? The complex effects of perceptual distance between leaders and teams.142 cited
2019Is coworker feedback more important than supervisor feedback for increasing innovative behavior?126 cited
2011Impact of Training and Feedback on Employee Performance101 cited
2012Aligning or Inflating Your Leadership Self-Image? A Longitudinal Study of Responses to Peer Feedback in MBA Teams92 cited
2007Developing holistic leaders: Four domains for leadership development and practice88 cited
2005The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback86 cited
2017Appearing self‐confident and getting credit for it: Why it may be easier for men than women to gain influence at work79 cited
2014Does team stability mediate the relationship between leadership and team learning? An empirical study among Dutch project teams74 cited
2011Leadership Behaviour and Effectiveness of Academic Program Directors in Australian Universities68 cited
2005Agir sur les leviers organisationnels pour mobiliser le personnel : le rôle de la vision, du leadership, des pratiques de GRH et de l'organisation du travail63 cited
2010Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment61 cited
2017An exploratory study of current performance management practices: Human resource executives’ perspectives60 cited
2006Postfeedback development perceptions: Applying the theory of planned behavior53 cited
2006Construct Validity of Multi‐Source Performance Ratings: An Examination of the Relationship of Self‐, Supervisor‐, and Peer‐Ratings with Cognitive and Personality Measures50 cited
2013What Does an Executive Coaching Intervention Add Beyond Facilitated Multisource Feedback? Effects on Leader Self‐Ratings and Perceived Effectiveness45 cited