For this assignment you will be applying the concepts from the background readings to some specific scenarios that you might face if you were a leadership development coach. Make sure to thoroughly review Carelli (2010) and Mukherjee (2014) before starting on this assignment.
For each of the scenarios below, use at least one reference from the required readings to answer the specific question. Your paper should be 2-3 pages in length:
- An organization decides that they don’t want to spend the large amount of money to use a 360-degree survey from an established vendor and instead decides to develop their own survey. An employee in the human resource department is asked to create a list of 50 questions about different areas of leadership performance. Two of the senior managers look at the questions briefly and then send out the survey as part of a 360-degree process. Once the results come in, there is no rhyme or reason to the results. For example, one top performing leader in the organization gets perfect performance scores from some employees and very negative scores from other employees. Management is not sure if the results from the survey can be trusted or not.
- A unit in one organization is having a lot of performance issues and senior management is not sure of the reasons for this. They don’t want to fire any employees but they do think some of the supervisors need to improve their leadership skills. The survey is sent to five employees, which includes two supervisors and three direct reports. They are told that the survey will be anonymous but the results of each survey will be shared with all five employees – only the names will be removed from each survey but they will all be able to see the evaluation scores on each question. When senior management sees the survey results, they find that all five employees received almost perfect scores and no useful information from the surveys can be found.
- A software company is concerned that they are losing market share to their competitors and that their software is not as high in quality as it used to be. In an effort to improve their competitiveness, they decide to use a 360-degree survey process to identify areas for improvement in leadership skills among their top supervisors in their software design department. After searching through a few different 360-degree instruments offered by different vendors, they find a survey that focuses on communication and teamwork skills. The process seems to go very well as supervisors who score low on communication or teamwork agree to go through training to improve these skills. One year later the 360-degree process is repeated and most supervisors show greatly improved communication and teamwork skills. However, the quality of the company’s software does not seem to have improved at all in spite of the improvements in communication and teamwork.
Kunz, A. (2010). 360-degree feedback. Info-Tech Research Group. Retrieved from
Mukherjee, S. (2014). Chapter 10: 360 degree survey in coaching need assessment. Corporate Coaching: The Essential Guide. New Delhi, India: Sage Publications Pvt. Ltd. [eBook Business Collection]
Finally, take a look at this highly comprehensive chapter that goes into quite a bit of practical detail about the 360 degree process:
Carelli, A. O. (2010). Chapter 5: The truth about 360° assessments. The Truth About Supervision: Coaching, Teamwork, Interviewing, Appraisals, 360° Assessments, and Recognition. Springfield: Charles C Thomas
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