{"id":{"repo_id":"nps","oai_identifier":"oai:calhoun.nps.edu:10945/10849"},"canonical_url":"https://search.dev.ndltd.org/etd/nps/oai:calhoun.nps.edu:10945/10849","repository":{"repo_id":"nps","name":"Naval Postgraduate School","base_url":"https://calhoun.nps.edu/server/oai/request"},"display":{"title":"360-degree feedback: a powerful tool for leadership development and performance appraisal","abstract":"360-degree feedback is a powerful multi-dimensional leadership development tool that draws upon the knowledge of people within a person's 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 Age/Cold War to globalization and the Information Age. As leadership's 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 design/implementation 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.","abstract_html":"360-degree feedback is a powerful multi-dimensional leadership development tool that draws upon the knowledge of people within a person's 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 Age/Cold War to globalization and the Information Age. As leadership's 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 design/implementation 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.","abstract_has_math":false,"creators":["Nystrom, David C."],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Management","school":null,"contributors":[],"advisors":["Barrett, Frank"],"committee_chairs":[],"committee_members":[],"year":2001,"date_issued":"2001-03","date_published":"2001-03","updated_at":"2026-07-27T20:24:23Z","subjects":[],"languages":[],"rights":["This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://hdl.handle.net/10945/10849","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Barrett, Frank"]},{"key":"dc:contributor.department","label":"Department","values":["Management"]},{"key":"dc:creator","label":"Author","values":["Nystrom, David C."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["March 2001"]},{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2012-08-22T15:33:56Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2012-08-22T15:33:56Z"]},{"key":"dc:date.issued","label":"Date","values":["2001-03"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. 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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 Age/Cold War to globalization and the Information Age. As leadership's 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 design/implementation 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."]},{"key":"dc:title","label":"Title","values":["360-degree feedback: a powerful tool for leadership development and performance appraisal"]}]}],"canonical_facts":{"dc:contributor.advisor":["Barrett, Frank"],"dc:contributor.department":["Management"],"dc:creator":["Nystrom, David C."],"dc:date":["March 2001"],"dc:date.accessioned":["2012-08-22T15:33:56Z"],"dc:date.available":["2012-08-22T15:33:56Z"],"dc:date.issued":["2001-03"],"dc:description.abstract":["360-degree feedback is a powerful multi-dimensional leadership development tool that draws upon the knowledge of people within a person's 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 Age/Cold War to globalization and the Information Age. As leadership's 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 design/implementation 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."],"dc:identifier.uri":["https://hdl.handle.net/10945/10849"],"dc:rights":["This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States."],"dc:title":["360-degree feedback: a powerful tool for leadership development and performance appraisal"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T20:24:23Z"}