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Management Learning
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The Use of 360 Degree Feedback Technique in the Evaluation of Management Development

Shaun Tyson

Cranfield School of Management, UK and T-Three Consultants, UK s.j.tyson{at}cranfield.ac.uk

Peter Ward

Cranfield School of Management, UK and T-Three Consultants, UK

This article examines 360 degree feedback as both an intervention and an evaluation technique for assessing management learning. An evaluation model is described which was created to distinguish the effects of different interventions for different stakeholders. This is illustrated by reference to management development programmes for 500 managers conducted over three years in a large UK public authority. The article concludes with an analysis of the use of 360 degree feedback in its dual role of evaluation data source and intervention for development.

Key Words: 360 degree feedback • evaluating management development • evaluation models

Management Learning, Vol. 35, No. 2, 205-223 (2004)
DOI: 10.1177/1350507604043025
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