Advertisement

Internationale Führungskräfteentwicklung mit 360-Grad-Feedback

Chapter
Part of the Die Wirtschaftspsychologie book series (DWP)

Zusammenfassung

Nicht nur bei der internationalen Zusammenarbeit in Organisationen, aber dort in besonderem Maße, treffen häufig unterschiedliche Vorstellungen aufeinander, z. B. darüber, wie die Dinge zu erledigen sind und wie darüber kommuniziert wird, wie effektiv geführt wird und wie auf Führung reagiert werden sollte. Prallen unterschiedliche Arbeitskulturen aufeinander, kommt es so manches Mal zu unverständlichen Reaktionen und Handlungsweisen des Gegenübers. An einer Begebenheit, die mir im Bereich der internationalen Softwareentwicklung bekannt geworden ist, lässt sich dies für den Kontext der 360-Grad-Führungskräfteentwicklung gut veranschaulichen.

Literatur

  1. 1.
    Obermann, C. (2013). Assessment Center. Entwicklung, Durchführung, Trends. Mit originalen AC-Übungen. Wiesbaden: Springer Gabler.Google Scholar
  2. 2.
    Fleenor, J. W., & Prince, J. M. (1997). Using 360-degree feedback in organizations: an annotated bibliography. Greensboro: Center for Creative Leadership.Google Scholar
  3. 3.
    Mahlke, J., Schultze, M., Koch, T., Eid, M., Eckert, R., & Brodbeck, F. C. (2015). Validation of 360 Degree Feedback Instruments: A Multilevel CFA–MTMM Approach for Multisource Feedback Instruments: Presentation and Application of a New Statistical Model. Structural Equation Modeling: A Multidisciplinary Journal, 00, 1–20. Published online 26. Juni, 2015, ISSN: 1070-5511 print/1532-8007 online.Google Scholar
  4. 4.
    Schuler, H. (Hrsg.). (2007). Assessment Center zur Potenzialanalyse. Göttingen: Hogrefe.Google Scholar
  5. 5.
    Lepsinger, R., & Lucia, A. D. (2009). The art and science of 360° feedback. San Francisco: John Wiley & Sons.Google Scholar
  6. 6.
    Fleenor, J. W., Taylor, S., & Chappelow, C. (2008). Leveraging the impact of 360-degree feedback. New York: Wiley.Google Scholar
  7. 7.
    Nowack, K. M., & Mashihi, S. (2012). Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research, 64(3), 157–182.CrossRefGoogle Scholar
  8. 8.
    Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback theory. Psychological Bulletin, 119(2), 254–284.CrossRefGoogle Scholar
  9. 9.
    Atwater, L. E., & Brett, J. (2005). Antecedents and consequences of reactions to developmental 360 degree feedback. Journal of Vocational Behavior, 66, 532–548.CrossRefGoogle Scholar
  10. 10.
    Ostroff, C., Atwater, L. E., & Feinberg, B. J. (2004). Understanding self-other agreement: a look at rater and ratee characteristics, context, and outcomes. Personnel Psychology, 57(2), 333–375.CrossRefGoogle Scholar
  11. 11.
    Quast, L. N., Wohkittel, J. M., Chung, C., & Center, B. A. (2011). Patterns of self-other rating disrepancies and predictions of managerial career derailment: Comparing Asia to the United States. Paper presented at the 10th International Conference of the Academy of HRD (Asia chap.) International Research Conference, Kuala Lumpur, Malaysia.Google Scholar
  12. 12.
    Atwater, L. E., Wang, M., Smither, J., & Fleenor, J. W. (2009). Are cultural characteristics associated with the relationship between self and others’rating of leadership? Journal of Applied Psychology, 94(4), 876–886.CrossRefPubMedGoogle Scholar
  13. 13.
    Eckert, R., Ekelund, B., Gentry, W., & Dawson, J. (2010). I don’t see me like you see me but is that a problem? Cultural differences in rating discrepancy in 360-degree feedback instruments. European Journal of Work and Organizational Psychology, 19(3), 259–278.CrossRefGoogle Scholar
  14. 14.
    Gentry, W., Hannum, K. M., Ekelund, B., & de Jong, A. (2007). A study of the discrepancy between self- and observer-ratings on managerial derailment characteristics of European managers. European Journal of Work and Organizational Psychology, 16(3), 295–325.CrossRefGoogle Scholar
  15. 15.
    Shipper, F., Hoffman, R., & D. R. (2007). Does the 360 feedback process create actionable knowledge equally across cultures? Academy of Management Learning & Education, 6(1), 33–50.CrossRefGoogle Scholar
  16. 16.
    Robie, S., Kaster, K., Nilsen, D., & Hazucha, J. (2000). The right stuff: Understanding cultural differences in leadership performance. Minneapolis: Personnel Decisions, Inc.Google Scholar
  17. 17.
    Eckert, R., Ruderman, M. N., Gentry, W. A., Brodbeck, F. C., Braddy, P. W., Hannum, K. M., & Leslie, J. B. (2012). Global6 technical manual. Greensboro: Center for Creative Leadership.Google Scholar
  18. 18.
    Brodbeck, F. C. (2006). Navigationshilfe für internationales Change Management. Erkenntnisse aus dem GLOBE Projekt. Organisationsentwicklung, 25(3), 16–31.Google Scholar
  19. 19.
    Brodbeck, F. C., Ruderman, M. N., Glover, S., Eckert, R., Hannum, K. M., Braddy, P. W., & Gentry, W. A. (2012). Global6 Report. Greensboro: Center for Creative Leadership.Google Scholar
  20. 20.
    House, R. J., Dorfman, P. W., Javidan, M., Hanges, P. J., & Sully de Luque, M. F. (2014). Strategic leadership across cultures. The GLOBE study of CEO leadership behavior and effectiveness in 24 countrie. Los Angeles, CA: Sage.CrossRefGoogle Scholar
  21. 21.
    Shanock, L. R., Baran, B. E., Gentry, W. A., Pattison, S. C., & Heggestad, E. D. (2010). Polynomial regression with response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores. Journal of Business & Psychology, 25, 543–554.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2016

Authors and Affiliations

  1. 1.Lehrstuhl Wirtschafts- und OrganisationspsychologieLudwig-Maximilians-Universität MünchenMünchenDeutschland

Personalised recommendations