Effectiveness of Multi-Source Feedback

This longitudinal study examined the effectiveness of a developmental multi-source feedback program implemented in a large financial company in the U.S.A. It was found that managers improved more on the leadership competencies they selected for development than those they did not select and the overall composite score. The improvement was more than explained for by the regression to mean, and was sustained across multiple administrations of the multi-source feedback. It was further found that the improvement was correlated to the development difficulty of the leadership competency in that managers improved more on easier competencies than on harder competencies.