The Effect of Upward Feedback on Managerial Behavior

By Peter A. Heslin, Gary P. Latham. 2008

93 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b436473cd0d8b9040f211edab63ca092a78442c1

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “As observed by Heslin et al. (2006) and Heslin and Latham (2004) although organizations and managers recognize the potential of coaching for improving performance, it is often the case that the introduction of a developmental coaching program does not show the expected results.”
When Voice Matters (2015, background): “Similarly, feedback has more influence on receivers with high levels of self-efficacy (e.g., Heslin & Latham, 2004) or conscientiousness (e.g., Smither, London, & Richmond, 2005).”
Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management (2015, background): “Heslin and Latham (2004) found that it moderated the effect of feedback from subordinates on a manager’s job performance.”
Keen to Help? Managers' Implicit Person Theories and Their Subsequent Employee Coaching (2006, unknown): “(Mike & Slocum, 2003), KPMG ( Heslin & Latham, 2004 ), and Motorola (Latham et al., 2005).”
DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS (2005, methodology): “, effect sizes for IG and IGPP studies were initially calculated in the original metric and then converted to a change-score metric). We also used Morris and DeShon\s formulas to compute the sampling variance (in the change score metric) associated with each effect size. Following the recommendation”
The Development and Validation of the Feedback Orientation Scale (FOS) (2010, background): “…& Cummings, 1997), are more persistent and have higher expectancies and valence levels with regard to goals after negative feedback (Colquitt & Simmering, 1998; Cron, Slocum, & VandeWalle, 2002), and are more likely to improve performance following the provision of feedback (Heslin & Latham, 2004).”
Multisource feedback: Lessons learned and implications for practice (2007, background): “Heslin and Latham (2004) found that after controlling for initial feedback those with higher self-efficacy showed more improvement after six months.”