Journal of Management Development. ( In Press)

Purpose: To explore the perceived usefulness to participants of a particular 360 degree leadership survey process to assist an understanding of how ratees receive and respond to360 degree feedback. Methodology: The study included a sample of eight new and emergent leaders at one university in Australia who had completed a 360 degree feedback survey. Through semi-structured interviews, they were asked to report on their learning as a result of undertaking the 360 exercise. A constant comparison method of data analysis was used to analyse the participants ’ responses. Findings: The research study found from the group undertaking the 360 degree feedback process that, in equal proportion, participants reported receiving (i) no surprising feedback but reinforcement and affirmation, and (ii) new insights, with developmenta