Dissertation/Thesis Abstract

Using appreciative inquiry in the 360-degree survey feedback process for leaders
by Herbert, Aaron C., M.S., Pepperdine University, 2012, 100; 1516309
Abstract (Summary)

This study identified how an appreciative 360-degree leader survey enhanced the feedback process for leaders. The qualitative study was conducted at a 1500-member Protestant church in Virginia. The two senior-most leaders (pastor and executive associate pastor) were evaluated by 10 subordinates. Examination of the impact of the appreciative process on the implementation and use of survey results identified risks, benefits, and suggested interventions. The study found that the appreciative process generally enhanced subordinates' willingness to participate, although some concerns did arise. Pastors and subordinates stated they did not have sufficient time to absorb the feedback or to identify deliberate action steps. However, the process was described as thought-provoking, which enhanced the meaningfulness of the feedback. It was concluded that Appreciative Inquiry added value to the 360-degree feedback process because it provided subordinates with an easier forum for feedback as well as providing leaders with affirming feedback.

Indexing (document details)
Advisor: Chesley, Julie
Commitee:
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 51/02M(E), Masters Abstracts International
Source Type: DISSERTATION
Subjects: Management, Organizational behavior
Keywords: 360 survey, Appreciative inquiry, Feedback, Leaders, Leadership development, Survey
Publication Number: 1516309
ISBN: 978-1-267-54039-3
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