Examples of 360 Feedback Questions for Leaders – Learning from the Worst Managers

Designing an effective set of 360 feedback questions for leaders is not just about listing behaviours; it’s about focusing on what truly drives success.

One of the most powerful studies in this space comes from an analysis of over 11,000 leaders published in Harvard Business Review. It identified the “Ten Fatal Flaws That Derail Leaders” , common behaviours that consistently undermine effectiveness. By understanding where leaders fail, we can design stronger, evidence-based 360 feedback questions for leadership that support long-term success.

This article converts the lessons learned from the worst managers into examples of 360 feedback questions for leaders that underpin effective leadership and long-term success.

Why the Worst Managers Teach Us the Most

The analysis revealed a consistent pattern of behaviours and traits among the least effective leaders. Their 360 feedback results showed that the poorest-performing managers typically:

• Lack energy and enthusiasm: View new initiatives as burdensome, rarely volunteer, and often drain energy from the team.
• Accept mediocre performance: Lower expectations to make targets easier, following the mantra “under promise and overdeliver.”
• Lack vision and direction: Focus solely on execution and struggle to navigate ambiguity or set a new course.
• Show poor judgement: Make decisions that are misaligned with organisational goals or values.
• Avoid collaboration: Act independently, isolate themselves, and fail to leverage the collective strength of the team.
• Fail to walk the talk: Set standards but don’t follow them, undermining credibility and integrity.
• Resist new ideas: Reject suggestions from others, limiting innovation and continuous improvement.
• Don’t learn from mistakes: Hide failures rather than reflecting, adapting, and improving.
• Lack interpersonal skills: Appear overly aggressive or emotionally distant, making collaboration difficult.
• Neglect developing others: Focus on personal success while investing little in coaching or mentoring.

These insights are invaluable for anyone designing a 360 feedback question set for leadership. Instead of relying on generic leadership traits, we can focus on the specific behaviours that represent the opposite of what the poorest-performing people managers / least effective managers do.

For more examples of 360 feedback questions for leaders and managers, see our articles: 360 Feedback Questionnaire for Leaders and 360 Feedback Questions for Senior Executives

Example: Evidence-Based 360 Feedback Questions for Leadership

If you’re designing a 360 feedback tool for leaders, the examples below provide a research-informed baseline that works well across different roles and seniority levels. They ensure you cover the most critical leadership behaviours while leaving room to add role-specific or organisation-specific questions where needed.

How to Use These Examples

If you’re designing a leadership 360 feedback tool, the examples of 360 feedback questions for leaders below provide a research-informed baseline that works well across different roles and seniority levels.

They help ensure your survey focuses on the critical behaviours that matter most for great leadership.

The number of questions also leaves space for custom leadership competencies, allowing your 360 feedback tool to remain both robust and tailored to your organisation.

Examples 360 Feedback Questions for Leaders – Evidence-Based FAQ

Q. What are the best evidence-based 360 feedback questions for leaders?

A. The best 360 feedback questions for leadership focus on observable behaviours linked to effective performance, including:

• Brings visible energy and enthusiasm to new initiatives
• Builds strong, productive relationships across teams
• Demonstrates sound judgement under pressure
• Communicates a compelling vision that motivates others
• Acts consistently with organisational values and commitments

Q. Which 360 feedback questions for leadership help identify strengths and potential derailers?

A. The most effective 360 feedback questions for leadership highlight both strengths and potential risks - helping identify the patterns that separate exceptional leaders from those who derail:

• Seeks, listens to, and acts on constructive feedback (addresses resistance to feedback)
• Manages challenging conversations with empathy and clarity (addresses conflict avoidance)
• Connects day-to-day actions to the organisation’s strategy (addresses weak strategic focus)
• Provides a clear sense of purpose that energises the team (addresses lack of inspiration)
• Delegates effectively, allowing others to take ownership and grow (addresses micromanagement)