DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS
通过元分析24项纵向研究，发现多源反馈后绩效提升总体较小，并构建理论框架指出反馈接受者的反馈导向、改变意愿等是提升的关键条件。
We review evidence showing that multisource feedback ratings are related to other measures of leadership effectiveness and that different rater sources conceptualize performance in a similar manner. We then describe a meta‐analysis of 24 longitudinal studies showing that improvement in direct report, peer, and supervisor ratings over time is generally small. We present a theoretical framework and review empirical evidence suggesting performance improvement should be more likely for some feedback recipients than others. Specifically, improvement is most likely to occur when feedback indicates that change is necessary, recipients have a positive feedback orientation, perceive a need to change their behavior, react positively to the feedback, believe change is feasible, set appropriate goals to regulate their behavior, and take actions that lead to skill and performance improvement.