Abstract
Purpose. This study explored the application of 360 degree feedback, supported by coaching, using the subject's current job as a learning vehicle, for the development of leadership skills. The study attempted to measure improvement in the accuracy of the participants' self perceptions, as a result of survey feedback and coaching, compared to the perceptions of others. The participants were also expected to perceive an improvement in their leadership skills as a result of feedback and coaching. Theoretical framework. The work of Kotter (1982) and McCall, Lombardo, and Morrison (1988) shaped the theoretical understanding of how leaders develop within the context of their work experiences. This study relied on that framework for identifying critical skill sets and how to develop those skill sets. Methodology. The subjects selected for this study were mid-level managers in a large state agency. Two primary instruments were used in this study to generate feedback, [special characters omitted], a multi-rater feedback instrument, and the Developmental Challenge Profile, an instrument designed to help participants understand the dynamics of their current assignment, and better identify learning strategies for increasing their leadership skills on the job. The participants in this study received their survey results, along with three coaching sessions, designed to identify strengths and weaknesses and create an action plan to build on the strengths or re-mediate weaknesses. Findings and conclusions. This study found that, with one exception, there were no significant differences between mid-level managers in this study and a normative group of public sector managers. The were no significant differences, in time one and time two data, to support that feedback and coaching significantly improved the accuracy of participants' self perceptions or individual skills. The survey respondents did perceive that feedback and coaching had a positive impact on their leadership skills. Recommendations. The process of on-going multi-rater feedback and coaching should be expanded to a larger population. The time frame for administering surveys should be expanded to eighteen months. Mid-level managers should formally include developmental goals in annual review processes. The individual institutions should review group reports to identify needed skill development and to better target in-service training.