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210 PART 3: THE PERSONAL SIDE OF LEADERSHIP
Feedback followers tend to have leaders who deal primarily with change and progress. The
Feedback
49
using evaluation and results in Exhibit 7.4 also underscore the idea that behaviors of effective leaders
using evaluation and
communication to help
communication to help
individuals and the organization
individuals and the organization and followers often overlap. Followers do not want to be subjected to leader behav-
learn and improve
learn and improve ior that denies them the opportunity to make valued contributions. Leaders have a
responsibility to enable followers to fully contribute their ideas and abilities.
Observations
Observations
visible occurrences, such as a
visible occurrences, such as a
follower’s behavior on a job
follower’s behavior on a job Using Feedback to Develop Followers

Assessment
Assessment Giving and receiving feedback is often difficult for both leaders and followers. At
the interpretation of observed
the interpretation of observed annual review time in many organizations, for example, bosses worry that even the
behaviors; an evaluation of the
behaviors; an evaluation of the
results in terms of vision and goals
results in terms of vision and goals slightest criticism will provoke anger or tears, while employees are terrifi ed that
they’ll hear nothing but complaints. Thus, people often say as little as possible, and
Consequence
Consequence both followers and leaders lose a valuable opportunity. Feedback should be seen
the outcome of what was 50
the outcome of what was
observed; can include both as a route to improvement and development, not as something to dread or fear.
observed; can include both
actual consequences and the
actual consequences and the A survey of managers by McKinsey & Company calls attention to the problem of
consequences possible if no poor feedback for organizations. When asked what factors contributed to their
consequences possible if no
change takes place
change takes place
growth and development, respondents ranked “candid, insightful feedback” as one
Development of the most important elements; however, most also indicated that their supervi-
Development
the sustainment or improvement sors did not do a good job of providing such feedback. 51
the sustainment or improvement
of follower behaviors
of follower behaviors
Feedback occurs when a leader uses evaluation and communication to help in-
52
dividuals and the organization learn and improve. The feedback process involves
four elements, as illustrated in Exhibit 7.5. Observations are visible occurrences, such
as a follower’s behavior on the job. An assessment is the interpreta-
Action Memo
tion of observed behaviors, an evaluation of the results in terms of
vision and goals. A consequence refers to the outcome of what was
observed, and can include both actual consequences and the conse-
Before reading on, answer the questions in
quences possible if no change takes place. Development refers to the
Leader’s Self-Insight 7.3 to learn how you
your boss.
may manage performance feedback from
sustainment or improvement of behaviors. Leaders communicate what
they observe, how they assess it, what consequences it has, and how to
Exhibit 7.5 The Feedback Process
1. Observation
Follower misses
deadlines
repeatedly.
4. Development
Follower given training in 2. Assessment
self-management, team Follower lacks self-
allocated work based on management skills.
personal skills.
3. Consequences
Team members
resent delays to
team projects.
Source: Adapted from Mary Mavis, “Painless Performance Evaluations,” Training and Development
(October 1994), pp. 40–44.