The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback

By James W. Smither, M. London, Kristin Roukema Richmond. 2005

86 citations recorded by the source corpus.

Subfields: Applied Psychology, Clinical Psychology, Experimental and Cognitive Psychology

View Paper: https://www.semanticscholar.org/paper/7e2559bb2720f9f3a67ae741dd3459bfbc692a6c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. J. Brett
2. A. C. Charles
3. Beth A. Linderbaum
4. Leanne Atwater
5. Amanuel Tekleab
6. P. Levy
7. B. Kuvaas
8. Jason J. Dahling

In Clinical Psychology

1. Beth A. Linderbaum
2. Leanne Atwater
3. Amanuel Tekleab
4. P. Levy
5. H. P. Sims
6. Seokhwa Yun

In Experimental and Cognitive Psychology

1. P. Levy
2. A. C. Charles
3. Leanne Atwater
4. J. Brett
5. Beth A. Linderbaum
6. Amanuel Tekleab
7. H. P. Sims
8. Seokhwa Yun

Citations in the corpus

• Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership (2008, background): “Specifically, Smither, London, and Richmond (2005) noted that coaches and psychologists providing training to leaders “may benefit from understanding [a leader’s] personality profile and using it as an indicator of the [leader’s] likely perceptivity to feedback [and coaching]” (p. 203).”
• The Development and Validation of the Feedback Orientation Scale (FOS) (2010, background): “In addition, Smither, London, and Richmond (2005), developed a measure to capture an individual’s reaction to a specific feedback event.”
• Personality and Leadership Developmental Levels as predictors of leader performance (2009, background): “…asmultisource feedback, 360-degree feedback refers to evaluations gathered from a “full circle” of rating sources, usually including self, supervisors, peers, subordinates, and even customers and suppliers (Dalessio, 1998; Dunnette, 1993; London & Smither, 1995; Smither et al., 2005; Tornow,1993).”
• Multisource feedback: Lessons learned and implications for practice (2007, background): “In a case study and in interviews with MSF users and consultants, he suggests that online distribution Smither, London, and Richmond (2005) found that leaders who received unfavorable feedback initially had negative reactions, but six months later they had set more improvement goals than other…”