Effects of upward feedback on leadership behaviour toward subordinates

Dirk van Dierendonck*, Clare Haynes, Carol Borrill, Chris Stride

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


Purpose - To investigate the influence of participating in an upward feedback program on leadership behaviour, both as indicated be self-ratings and subordinates' ratings. Design/methodology/approach - The research design consisted of two measurement points within six months. The program included managers receiving an upward feedback report and a short workshop to facilitate interpretation. A sample of 45 managers and 308 staff members of a community health care organization took part. Findings - The study showed three results. First, managers lack insight into the real impact of their behavior. Second, only a small positive effect was found of the upward feedback program on the leadership behaviour as rated by their staff in terms of valuing diversity. Third, the managers' self-ratings of Presenting feedback, Fairness and Integrity & respect decreased between Time 1 and Time 2. Originality/value - The study points towards the need for HRM professionals to carefully implement upward feedback programs in order to have a real impact on the development of managers.

Original languageEnglish
Pages (from-to)228-238
Number of pages11
JournalJournal of Management Development
Issue number3
Publication statusPublished - 23 Mar 2007


  • Feedback
  • Leadership
  • Management development


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