A Field Study of Reactions to Normative versus Individualized Upward Feedback
通过实地准实验，比较团队领导对个性化反馈（来自本团队成员的评价）与规范性反馈（平均领导得分）的反应，发现个性化反馈更受认可但未必促进行为改变。
In a field quasi-experiment, we examined differences in team leaders' reactions to individualized feedback (i.e., ratings from the leader's team members) versus normative feedback (i.e., information about how the average team leader was rated). Team leaders who received individualized feedback viewed the feedback as more useful, were more willing to discuss the feedback with team members, and were more satisfied with the feedback process. However, leaders who received individualized feedback did not indicate grater intentions to change their behavior than leaders who received only normative feedback. Also, among leaders who received individualized feedback, neither tem members' ratings, self-ratings, nor leader/team member agreement were related to reactions to feedback Results indicate that, although leaders may react favorably to receiving individualized feedback, merely providing such feedback nay not lead to behavior change.