DOI: 10.5176/2251-2449_HRM&PD12.16
Authors: Gary Oldcorn and Darryl Forsyth
Abstract: This research examines aspects of upward feedback as a tool for leadership improvement. Enhancing leadership to improve enterprise performance can involve a range of tools, one
of which is the organized use of feedback coming from subordinates to their supervisors. The present research focused on the perceived value and success of upward feedback, from the point of view of a workforce sample from the New Zealand local government sector. Driven by the research literature in the area, in-depth semi-structured interviews were conducted with 10 ‘middle tier’ line managers and officials working in local government. The main focus of these interviews was the degree to which these employees perceived that upward feedback has a significant and positive contribution to leadership development.
Overall, participants regarded upward feedback as valuable, and supported its ongoing use for leadership development. The research, however, sheds light on several perceived weaknesses and gaps in current feedback intervention practice, and goes on to identify ways to support the development of effective upward feedback practices. Specific factors including organizational commitment, participant training, follow-through, and the appropriate balance of ‘formal’ to ‘informal’ feedback emerge as areas for consideration by human resource practitioners and others involved in managing feedback processes.
Keywords: upward feedback, leadership development, development
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