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

- Jamie McGregor

Designing an effective set of 360 feedback questions for leaders is not just about listing generic leadership behaviours; it's about identifying the specific behaviours that will genuinely drive performance success within the organisation, both now and over the longer term.

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” and this article converts those lessons learned into practical, evidence-based examples of great 360 feedback questions for leaders.

Why the Worst Managers Teach Us the Most

The Harvard Business Review analysis found that poor leadership isn't about a single failing, but a consistent pattern of behaviours. The least effective leaders in the study showed low energy, poor judgement, weak collaboration and little interest in developing others. Their 360 feedback results typically revealed:

• 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.

Example: Evidence-Based 360 Feedback Questions for Leadership

These following 360 feedback questions for leaders provide a research-informed baseline that works across roles and seniority levels. They ensure your survey covers the critical behaviours linked to effective leadership, while still leaving space to add role-specific or organisation-specific questions where needed.

For more examples of 360 feedback questions for leaders and managers, explore our related articles: 360 Feedback Questionnaire for Leaders, which covers personal effectiveness, interpersonal excellence and organisational performance, and 360 Feedback Questions for Senior Executives, designed for more senior leadership roles

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, not personality traits. Examples include:

• 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 questions highlight both strengths and potential derailers, helping identify leaders at risk of derailing:

• 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)