In most large organizations, leaders not only provide feedback to group members but also receive feedback that gives them insight into the effects of their attitudes and behaviors. In particular, 360-degree feedback is a formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers. It is also referred to as multirater feedback. The specific 360-degree form is often customized to a particular firm’s needs, but standardized forms are widely used.

Specialists in the field, view 360-degree feedback as more suited for its original purpose of development for a manager or leader than for administrative purposes, such as performance evaluation and salary administration. When used for development, 360-degree feed-back should emphasize qualitative comments rather than strictly quantitative ratings. The data from the survey can be used to help leaders fine-tune their attitudes and behavior.

When used for purposes of development, the leader will often provide a self-rating on each dimension and then compare self-ratings with those of subordinates as well as other work associates. When there is a large gap between self-ratings and ratings by others, professionally trained counselors or business coaches should be involved in 360-degree feedback.

For best results, 360-degree surveys must reflect those behaviors and attitudes that the organization values most highly. Care should also be taken that the dimensions measured reflect important aspects of leadership functioning. The person receiving the multiple feedback should have some say about who the raters will be. The supervisor of the person receiving the survey is also invited to suggest who should provide the feedback.