What the research says about involvement done well.
Whether managers belong in feedback discussions is one of the most persistent
questions in multi-source feedback. The research points to a more nuanced answer
than yes or no.
1. INTRODUCTION
A question with no simple answer
One of the recurring questions in 360-degree feedback processes is whether managers should participate in feedback discussions or only be involved in employees’ development planning after feedback has been received. Some organisations view manager involvement as essential for accountability and follow-through, while others worry that it may reduce openness, honesty, and psychological safety. Research suggests that the answer is more nuanced than a simple yes-or-no decision and depends largely on how managers are involved throughout the feedback process.
2. THE EVIDENCE
It is not attendance that matters, it is the role managers play
The literature shifts the focus away from whether managers should simply attend feedback discussions and towards the role they play in supporting employee development before and after feedback is received. Research consistently shows that 360-degree feedback is most effective when it is supported by coaching, structured follow-through, and ongoing developmental support. Employees are more likely to reflect constructively on feedback, commit to meaningful development goals, and sustain behavioural change when managers help translate feedback into practical actions over time.
The benefits of manager involvement depend on how that involvement is experienced by employees. When managers approach feedback as a developmental partnership rather than an evaluative exercise, employees are generally more receptive to feedback and more likely to engage with the process. Conversely, where manager involvement is perceived as punitive, judgmental, or linked to performance evaluation, employees may become more defensive and less willing to engage honestly with the feedback.
Manager involvement adds the most value when it continues beyond the initial feedback conversation.
3. WHAT HELPS
What helps: coaching, continuity, and a genuine developmental frame
One of the clearest themes across the literature is that manager involvement adds the most value when it continues beyond the initial feedback conversation. Employees appear more likely to act on feedback when managers help them reflect on key themes, identify realistic development priorities, and translate insights into practical behavioural goals. Ongoing developmental conversations also strengthen accountability and help sustain development over time.
The way managers engage in these conversations also matters. Employees generally respond more positively when managers approach feedback discussions with curiosity, openness, and a coaching mindset. More constructive developmental conversations often include managers:
IN CONSTRUCTIVE CONVERSATIONS, MANAGERS ARE
- Asking thoughtful questions,
- Encouraging reflection,
- Collaboratively exploring next steps, and
- Revisiting progress over time
Manager involvement may also contribute to a broader feedback culture within organisations. When leaders openly discuss development, invite feedback themselves, and model vulnerability, employees are often more willing to see feedback as a normal and constructive part of growth. This can help create environments where:
- Honest conversations feel safer
- Feedback becomes more continuous, and
- Development becomes part of everyday leadership practice
4. RISKS
Where manager involvement may undermine the process
While manager involvement can strengthen the developmental value of 360-degree feedback, it can also undermine the process when it is poorly positioned or handled insensitively. Trust and psychological safety are also critical. Where relationships between managers and employees are strained, direct manager involvement in feedback discussions may increase defensiveness, anxiety, or reluctance to speak openly. Employees are generally more receptive to feedback when conversations are experienced as opportunities for growth rather than judgement.
Another common challenge is superficial follow-through. Some organisations involve managers in initial feedback discussions but fail to build meaningful follow-up into the process afterwards. Without ongoing support, accountability and developmental conversations over time, the momentum created by the feedback process often fades quickly. In these cases, manager involvement may feel procedural rather than genuinely developmental.
5. PRACTISE
How to do it well: design the role, do not leave it to preference
Organisations can maximise the developmental value of manager involvement by creating a clear process that supports employees before, during, and after feedback is received. Rather than leaving manager involvement to individual preference, organisations should establish clear expectations regarding each manager’s role in supporting employee development.
KEY PRACTICES INCLUDE
- Clarifying that the purpose of manager involvement is development rather than performance evaluation.
- Equipping managers with the skills to facilitate reflective and developmental conversations.
- Encouraging employees to take ownership of their development plans, with managers acting as accountability partners rather than directors.
- Building structured follow-up discussions into the development process rather than treating feedback as a once-off event.
- Aligning manager involvement with broader organisational efforts to promote continuous learning, feedback, and development
CONCLUSION
Feedback as the start of a development journey
Manager involvement is neither inherently beneficial nor inherently detrimental to the success of 360-degree feedback. Rather, its effectiveness depends on how intentionally it is designed and implemented within the broader development process. Organisations that provide managers with clear expectations, appropriate skills, and a structured role in supporting employee development are more likely to realise the full value of multi-source feedback.
Ultimately, organisations should view 360-degree feedback as the beginning of a development journey rather than the end of an assessment process. When supported by thoughtful manager involvement and a culture that values continuous learning, feedback becomes more than a source of insight—it becomes a catalyst for sustained individual growth and organisational capability.
References:
Bracken, D. W., & Rose, D. S. (2011). When does 360-degree feedback create behaviour change? And how would we know it when it does? Journal of Business and Psychology, 26(2), 183–192.
Coutifaris, C. G. V., & Grant, A. M. (2021). Taking your team behind the curtain: The effects of leader feedback-sharing and feedback-seeking on team psychological safety. Organisation Science, 32(4), 1079–1102.
Liu, Y., Fang, Y., Hu, L., Chen, N., Li, X., & Cai, Y. (2024). Inclusive leadership and employee workplace well-being: The role of vigour and supervisor developmental feedback. BMC Psychology, 12, 361.
Luthans, F., & Peterson, S. J. (2003). 360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42(3), 243–256.
