In the final chapter, personal observations of the handbook editors are given, including key themes, predictions, career highlights, and reflections on editing this volume. As noted in the case of 360, there have been so many permutations of the method over the years that very few implementations will look similar; as a result, there can be confusion about what exactly is 360 Feedback. By focusing on Strategic 360 Feedback as an organizing framework, practitioners can now examine a cohesive set of guidelines to shape the direction of this growing practice. Successfully leveraging 360 Feedback to align talent with strategy requires attention to all facets of the process. One of the themes that emerges from this volume is the potential use of self–other rating agreement as a measure of self-awareness and leader effectiveness. Another emerging theme from this volume is the effect that technology is having on the 360 Feedback process. In a different direction, vendors and practitioners should not claim the benefits of collecting feedback under the label of “360 degree” and then not follow the practices that make it effective and appropriate for the advertised use. The bottom line remains that for 360 Feedback to be effective and ethically defensible it must meet the basic criteria presented. Each of the levers of strategic intent, measurement quality, integration, and inclusion must be amped up or modified to achieve the best results in the right contexts and with the fully aligned purpose of the effort in mind.
Blue Ocean Leadership and Emotional Intelligence in Government Link Companies (GLCs): Preparing for Industry 4.0
