Leveraging the Impact of 360-Degree Feedback -- Contents -- Acknowledgments -- Introduction -- Chapter 1: The Purpose and Uses of 360-Degree Feedback -- THE QUALITIES OF 360-DEGREE FEEDBACK -- HOW THE CCL 360-DEGREE FEEDBACK PROCESS WORKS -- WHY 360-DEGREE FEEDBACK IS NEEDED -- THE IMPORTANCE OF MULTIPLE PERSPECTIVES -- THE ROLE OF 360-DEGREE FEEDBACK IN THE LEADERSHIP DEVELOPMENT PROCESS -- ADMINISTRATIVE VERSUS DEVELOPMENTAL USE OF 360-DEGREE FEEDBACK -- IMPLICATIONS -- Chapter 2: Implementing a 360-Degree Feedback Process -- SETTING GOALS FOR 360-DEGREE FEEDBACK INITIATIVES -- ASSESS ORGANIZATIONAL READINESS -- DESIGNING THE PROCESS -- SELECTING OR DESIGNING A 360-DEGREE FEEDBACK INSTRUMENT -- STANDARDIZED OR CUSTOMIZED INSTRUMENTS -- PREPARING THE PEOPLE INVOLVED -- ADMINISTERING THE ASSESSMENT AND PROCESSING THE RESULTS -- Chapter 3: Delivering Feedback -- FACILITATING A GROUP FEEDBACK SESSION -- FACILITATING A ONE-ON-ONE FEEDBACK SESSION -- COMBINING FEEDBACK SESSION TYPES -- LEVERAGING GROUP REPORTS -- Chapter 4: Ensuring 360-Degree Feedback Success -- ORGANIZATIONAL SUPPORT -- GETTING AND USING THE BOSS'S SUPPORT -- DEVELOPMENT PLANS -- FOLLOW-UP -- EVALUATING THE PROCESS -- Chapter 5: Current Issues and Future Directions for 360-Degree Feedback -- RE-ADMINISTERING ASSESSMENTS -- CREATING NORMS -- AGREEMENT BETWEEN SELF-RATINGS AND THE RATINGS OF OTHERS -- THE FUTURE OF 360-DEGREE FEEDBACK -- IMPLICATIONS AND APPLICATIONS -- Appendix A: Sample Presentation for Orientation Session -- Appendix B: Glossary of 360-Degree Feedback Terms -- References -- Recommended Resources -- Index -- About the Authors -- Additional Rescources.