Military Review English Edition July-August 2015 | Page 69

MULTIRATER FEEDBACK

Notes
1. U.S. Army Gen. Raymond T. Odierno, quoted in Michelle Tan,
“Odierno to Top Leaders: Expect Tougher Evals,” Army Times (8 April
2013).
2. Tim Kane, Bleeding Talent: How the US Military Mismanages
Great Leaders and Why It’s Time for a Revolution (New York: Palgrave
Macmillan, 2012). The U.S. Army’s tool for 360-degree assessment
is called multi-source assessment and feedback (MSAF). Officers are
required to use the MSAF tool for self-assessment.
3. Chairman of the Joint Chiefs of Staff U.S. Army Gen. Martin
Dempsey, reported in Andrew Tilghman, “Dempsey: 360-degree
Reviews Could Help Select Better Leaders,” Army Times (1 May 2013),
http://archive.armytimes.com/article/20130501/NEWS/305010023/
Dempsey-360-degree-reviews-could-help-select-better-leaders,
accessed 21 April 2015.
4. Odierno, “Mission Command” (address, U.S. Army Command
and General Staff College Officer Class of 13-02, Fort Leavenworth,
Kansas, 9 April 2013).
5. Carolyn L. Facteau et al., “Reactions of Leaders to 360-Degree
Feedback from Subordinates and Peers,” The Leadership Quarterly 9(4)
(Winter 1998): 427-448; Terri Linman, “360-Degree Feedback: Weighing the Pros and Cons,” 2004, http://edweb.sdsu.edu/people/arossett/
pie/Interventions/360_1.htm, accessed 20 March 2015.
6. Clive Fletcher, Caroline Baldry, and Nicole Cunningham-Snell,
“The Psychometric Properties of 360 Degree Feedback: An Empirical
Study and a Cautionary Tale,” International Journal of Selection and
Assessment 6(1) (1998): 19-34.
7. Ibid.
8. Manuel London, Leadership Development: Paths to Self-Insight
and Professional Growth (Mahwah, NJ: Lawrence Erlbaum Associates,
2002).
9. Ibid.
10. Fiona Dent and Judy Curd, “Psychometric Tests: Using 360-Degree Questionnaires and Feedback: The Practicalities,” Training Journal
(March 2004).
11. Caroline Bailey and Clive Fletcher, “The Impact of Multiple
Source Feedback on Management Development: Findings from a
Longitudinal Study,” Journal of Organizational Behavior 23(7) (2002):
853-867.
12. D. Theron and G. Roodt, “Variability in Multi-Rater Competency
Assessments,” SA Journal of Industrial Psychology 25(2) (1999): 21-27;
Manuel London and James W. Smither, “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process,”
Human Resource Management Review 12(1) (Spring 2002): 81-100.
13. Theron and Roodt, “Variability,” 22.
14. Facteau et al., “Reactions of Leaders.”
15. Bailey and Fletcher, “The Impact of Multiple Source Feedback,” 865.
16. Ibid.
17. Theron and Roodt “Variability.”
18. Dent and Curd, “Psychometric Tests,” 1.
19. Ibid.
20. Facteau et al., “Reactions of Leaders.”
21. Theron and Roodt, “Variability.”
22. Arthur Shriberg, David Shriberg, and Richa Kumari, Practicing
Leadership: Principles and Applications, 3rd Ed. (Hoboken, NJ: John
Wiley & Sons, 2005).
23. Maxine Dalton, “When the Purpose of Using Multi-rater Feedback is Behavior Change,” in Should 360-Degree Feedback Be Used Only
for Developmental Purposes?, eds. David W. Bracken, et al. (Greensboro,
NC: Center for Creative Leadership, 1997), 1–7.
MILITARY REVIEW  July-August 2015

24. London and Smither, “Feedback Orientation.”
25. Mark D. Cannon and Robert Witherspoon, “Actionable
Feedback: Unlocking the Power of Learning and Performance
Improvement,” Academy of Management Executive 19(2) (2005):
120-134.
26. Allan H. Church, “Managerial Self-Awareness in High-Performing Individuals in Organizations,” Journal of Applied Psychology 82(2)
(1997): 281-292.
27. W. Warner Burke, Organization Change: Theory and Practice
(Thousand Oaks, CA: Sage Publications, 2002); Church.
28. Bailey and Fletcher, “The Impact of Multiple Source Feedback.”
29. Ibid, 854.
30. Facteau et al., “Reactions of Leaders,” 429.
31. Ibid.
32. London, Leadership Development.
33. Kenneth Nowack, “Leveraging Multi-Rater Feedback to Facilitate
Successful Behavi