Effects of upward feedback on leadership behaviour toward subordinates

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.