Empowering Leadership: The Impact of 360 Feedback in the Australian Public Sector

The recent mandate from the Australian Federal Government advocating for the adoption of 360 feedback in assessing leadership performance is a significant step towards fostering a culture of accountability and continual improvement within the public sector. This approach recognises the value of incorporating diverse perspectives to gain a comprehensive understanding of leaders' strengths, areas for growth, and their impact on organisational goals.

360 assessments serve as powerful tools in leadership development, offering a unique advantage by providing a comprehensive view of a leader’s performance from multiple perspectives. By gathering feedback from an individual’s manager, peers, direct reports, and other stakeholders, 360 assessments offer insights into strengths, areas for development, and blind spots that may not be apparent through traditional evaluation methods. This holistic approach not only helps leaders identify areas for improvement but also fosters self-awareness. Additionally, 360 assessments can help promote a culture of feedback and continuous learning within organisations, driving professional growth and enhancing overall leadership effectiveness.

It is crucial for organisations to choose 360 assessments wisely, as not all are equally effective. Effective leadership development hinges on the use of assessments that are valid, reliable, and capable of offering meaningful insights into a leader's performance. Poor-quality assessments can lead to flawed data and misguided development strategies. This highlights the importance of leveraging tools like the Hogan 360, which have been aligned with key APS Leadership Frameworks such as ILS, VICEED, and DRIVE to enhance targeted leadership development. The Hogan 360 not only provides insightful feedback but also tailored development guidance, facilitating focused and impactful professional growth for leaders. Embracing high-quality 360 assessments isn't just about meeting government mandates; it's about investing in the continual enhancement of leadership effectiveness and organisational success.

*This article is authored by Dr Lynne Cruickshank, Head of Research at PBC.