360度回饋與傳統上司評鑑對領導效能預測力之比較

The Comparison of 360-degree Feedback with Superisor-rating on the Prediction of Leadership Effectiveness

張裕隆(Yue-Loong Chang) ； 劉岡憬(Kang-Ching Liu)

《應用心理研究》 10期 (2001/06) Pp. 167-197

摘要

本研究之目的在於探討「360度回饋」的信效度，以及其與傳統上司評鑑在預測「領導效能」上是否有顯著差異存在。研究者首先根據全業之實際需求進行工作分析、專家會議、及預試，以發展核心管理才能模式及360度回饋問卷，做為預測變項，之後依據Edwards與Ewen(1996)之研究架構為基礎，導入360度回饋，並根據蔡青宏(1996)之領導效能模式與問卷收集效標資料，然後針對215位主管進行360度評鑑（每位主管有9位評分員），總計有效問卷數為1805份。綜合研究結果顯示：360度回饋之信度與效度頗高，效度係數中位數介於.35-67；360度回饋要比傳統上司評鑑在預測領導效能上可以解釋更多的效標變異量，且大多數R^2改變量之F考驗達到.0.1的顯著水準。最後，研究者提出本研究之限制、後續研究、與實務之建議。

關鍵字

工作分析 ； 管理才能 ； 360回饋 ； 領導效能 ； 自我覺察 ； 績效評估 ； 接班人計畫 ； 組織文化 ； 組織改造 ； 組識發展

並列摘要

The purposes of this study were to investigate the validity of 360-degree feedback, and to compare 360-degree feedback with supervisor-rating on the prediction of leadership effectiveness. The researchers based on the needs of the companies, the model of Edwards & Ewen (1996), and Tsai (1996) to develop a 360-degree feedback questionnaire, to implement 360-degree feedback system, and to collect criteria data. There were nine raters for each manager, and 215 managers participated the research, and there were 1805 valid questionnaires. The results showed that the median validity of 360-degree feedback was between .35 and .67, and a 360-degree feedback could explain more criteria variance of leadership effectiveness than traditional supervisor-rating. Finally, the researchers discussed the limitations, and the suggestions of this research.

並列關鍵字

job analysis ； managerial competency ； 360-degree feedback ； leadership effectiveness ； self-awareness ； performance appraisal ； succession plan ； organization culture ； organizational change ； organization development