The relationship between leaders' personality and their reactions to and use of multisource feedback: A longitudinal study

This study examined the extent to which personality predicts leaders' reactions to multisource feedback and use of the feedback for development. Leaders (N= 116) in an elite unit of the U.S. military completed the Jackson Personality Inventory 6 months prior to multisource performance measurement. Self-report and psychologists' ratings of reactions to feedback were collected immediately after feedback was provided (n = 95). Self-report ratings (n = 49) of development were collected 6 months later. Breadth of interest was positively related to viewing the feedback as valuable. Leaders high in emotional stability were more likely to be rated by a psychologist as motivated to use the feedback. Leaders high in responsibility felt obligated to use the feedback results. Six months later, leaders high in sociability were more likely to have sought additional feedback, and leaders high in responsibility were more likely to have engaged in developmental behaviors.