A LONGITUDINAL INVESTIGATION INTO THE EFFECTS OF RATER FEEDBACK ON MANAGERIAL BEHAVIOR IN AN UPWARD FEEDBACK CONTEXT

Abstract

This study examined the relationship between upward feedback and subordinate perceptions of managerial supportiveness. It was proposed that (a) managers receiving feedback from their subordinates in time 1 will have higher feedback ratings in time 2, as compared to those who do not receive this feedback and (b) this upward feedback effect will persist after controlling for demographic and departmental differences. Archival data on upward feedback was acquired from a large consumer product based company located in the United States. Data from 2,928 raters assessing 453 participants, or managers, were included in the analyses. Both propositions did not receive support. Implications of these findings are discussed.