Evidence-based 360 Degree Feedback Questions for Leaders
Research (‘Ten Fatal Flaws That Derail Leaders’ – Harvard Business Review) analysed 360 feedback data from over 11,000 leaders and revealed key insights into leadership effectiveness and, more importantly, ineffectiveness. By examining how individuals scored on a wide range of 360 feedback questions for leadership, the study identified the behaviours most frequently associated with the bottom 10% of performers. This article translates those findings into evidence-based 360 degree feedback questions for leaders.
The findings can help organisations ensure their 360 questionnaire also incorporates those core aspects that are important across all levels of leadership, sectors and organisational cultures.
What makes a poor leader? Insights from 360 feedback
The analysis revealed a consistent pattern of behaviours and traits among the least effective leaders. The worst leaders, according to their 360 feedback results, tend to:
Advantages of 360 Degree Feedback for Performance Appraisal
- Lack energy and enthusiasm: They view new initiatives as burdensome, rarely volunteer, and can drain energy from a team
- Accept mediocre performance: They lower expectations to make targets easier to achieve, following the mantra ‘underpromise and overdeliver’
- Lack vision and direction: Focused only on execution, they struggle when required to navigate ambiguity or chart a new course
- Show poor judgement: They make decisions that others see as misaligned with the organisation’s goals or values
- Avoid collaboration: They act independently, isolate themselves from peers, and fail to tap into the collective strength of the leadership team
- Fail to walk the talk: They set standards but don’t follow them, undermining their credibility and integrity
- Resist new ideas: They reject suggestions from others, preventing innovation and continuous improvement
- Don’t learn from mistakes: Rather than reflecting and adapting, they hide failures and brood over setbacks
- Lack interpersonal skills: They may be overly aggressive or emotionally distant, making them hard to work with and unapproachable
- Neglect the development of others: Focused on their own success, they invest little in coaching or mentoring their teams
What this means for 360 feedback design
While 360 degree feedback must always reflect the context and goals of the organisation, this research raises an important question:
Should all 360 feedback questions for leadership include some universal elements that reflect the foundations of effective leadership?
It’s clear that certain leadership traits - like integrity, collaboration, and accountability – are critical across sectors, roles, and cultures. Including these core competencies in every 360 feedback questionnaire could ensure you’re not only aligning with organisational strategy but also protecting against some of the most damaging leadership behaviours. Adopting an evidence-based core ensures consistency and reduces the risk of overlooking critical behaviours.
Core evidence-based 360 degree feedback questions for leaders
Core 360 questions could include the following:
Energy & drive
- Brings visible energy to new initiatives
- Volunteers for tasks others avoid
- Maintains momentum during setbacks
- Follows through to completion
- Standards & accountability
Sets high performance standards
- Communicates expectations clearly
- Addresses underperformance promptly
- Upholds agreed standards consistently
Vision & direction
- Provides clear direction in ambiguous situations
- Articulates a compelling direction
- Links current work to longer-term priorities
- Adjusts direction in response to changing context
Judgement & decision quality
- Seeks relevant input before deciding
- Assesses risks before deciding
- Aligns decisions with organisational goals
- Explains the rationale for decisions
Collaboration
- Consults relevant stakeholders on shared problems
- Shares information proactively
- Builds on others’ ideas
- Shares credit for outcomes
Integrity & role-modelling
- Keeps commitments
- Follows the standards set for others
- Acts in line with organisational values
- Adheres to agreed processes
Openness to ideas & learning
- Invites suggestions from others
- Trials new approaches on a small scale
- Acknowledges mistakes openly
- Adapts approach based on lessons learned
Interpersonal effectiveness
- Listens without interrupting
- Asks clarifying questions
- Communicates with candour
- Remains approachable under pressure
Developing others
- Holds regular coaching conversations
- Gives specific, actionable feedback
- Creates stretch opportunities
- Recognises progress publicly
Turning insights into action
Used as a core set, these items provide a consistent baseline across roles and levels while leaving room to add role-specific questions.
