|Edelson, H. (2012). Do 360 Evaluations Work?. APA Monitor on Psychology, Vol. 43, 58-60. URL|
|Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to 15 Questions about Leveraging 360-Degree Feedback. Consulting Psychology Journal: Practice and Research, Vol. 64, No. 3, 157–182. File|
|Nowack, K. (2012). Emotional Intelligence: Defining and Understanding the Fad. Training and Development, Volume 66, pp. 60-63. File|
|Nowack, K. (2012). Talent Accelerator Case Study: Leveraging the Impact of 360 Feedback. Envisia Learning, Inc. File|
|Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don't Get It. Envisia Learning, Inc.. URL|
|B.J. Gallagher (2011). America's Working Women: Stress, Health and Well-Being. Huffington Post, March 8, 2011. URL|
|Nowack, K. (2010). Warning: 360-Feedback May Be Danagerous to Your Health. The Linkage Leader, . URL|
|Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting Psychology Journal: Practice and Research, 61, 280-297. File|
|Nowack, K. (2009). The Neurobiology of Leadership: Why Women Lead Differently Than Men. ESCI-UPF Negocios Internacionales, Paper presented at the Life09 I Congerso Internacional de Liderazgo Femenino, Barcelona, Spain. File|
|Nowack, K. (2007). Best Practices in Utilizing 360 Degree Feedback. Unpublished Manuscript. Envisia Learning, Inc.. File|
|Nowack, K. (2007). Why 360-Degree Feedback Doesn't Work. Talent Management, 3 (8), p. 12. File|
|Nowack, K. M. (2007). Predicting the Future Success of Talent. Talent Management, 3 (2), p. 14. File|
|Nowack. K. (2007). Using Assessments in Talent Coaching. Talent Management, Volume 3, 12, p.16. File|
|Nowack, K. (2006). Employee Engagement, Job Satisfaction, Retention and Stress. Unpublished Manuscript. Envisia Learning, Inc.. File|
|Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005. File|
|Nowack, K. (2005). Leadership, Emotional Intelligence and Employee Engagement: Creating a Psychologically Healthy Workplace. Unpublished Manuscript. Envisia Learning, Inc.. File|
|Nowack, K. (2003). Executive Coaching: Fad or Future?. California Psychologist, Vol. XXXVI, No. 4, 16-17. File|
Nowack, K. (2002). Does 360 Degree Feedback Negatively Effect company performance: Feedback Varies With Your Point of View.
HR Magazine, Volume 47 (6).
Multi-rater feedback can raise more questions than it answers. How is an employee to react, for example, when his manager gives a participant negative ratings, while feedback from direct reports and peers is laudatory? Research suggests that disagreement between rater groups is common and that the resulting confusion creates challenges for employee development.
|Nowack, K. and Heller, B. (2001). Making Executive Coaching Work: The Importance of Emotional Intelligence. Training Magazine, trainingmag.com. File|
|Nowack, K., Hartley, J. and Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53. File|
Nowack, K. (1999). 360 Degree feedback.
In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.
The major goal of 360-degree feedback interventions is to facilitate purposeful individual or team behavior change. Successful behavior change at the individual or team level requires three necessary conditions:
|Nowack, K. (1998). Approaches to Validating Assessment Centers. Performance and Instruction, Volume 27, 14-16. File|
|Wimer, S. and Nowack, K. (1998). Thirteen common mistakes in implementing multi-rater feedback systems. Training and Development, 52, 69-80. File|
Wimer, S. & Nowack, K. (1998). How to Benefit from 360 Degree Feedback.
Executive Excellence, .
In recent years "360-degree feedback" (multi-rater feedback) has become a popular tool for helping executives develop. How can you design and implement a 360-degree assessment and feedback intervention that will create maximum value for the individual and organization? This article discusses seven critical guidelines to help you get the most from any 360-degree assessment and feedback intervention.
Nowack, K. (1998). Manager View 360. Feedback to managers: A review and comparison of multi-rater feedback instruments.
In Fleenor, J. & Leslie, J. (Eds.), Center for Creative Leadership, Greensboro, NC.
The Center for Creative Leadership, a non-profit educational institution, conducted a survey of multi-rater instruments that give feedback to managers. This publication includes descriptions of 360-degree assessment instruments that meet the following criteria:
1. Publicly available
|Nowack, K. & Wimer, S (1997). Coaching for Human Performance. Training & Development, 28-32. File|
|Nowack, K. (1997). Congruence Between Self and Other Ratings and Assessment Center Performance. Journal of Social Behavior and Personality, Volume 12, 145-166. File|
|Nowack, K. (1994). The secrets of succession: Emphasizing development in succession planning systems. Training and Development, 48, 49-54. File|
|Nowack, K. (1993). 360 Degree feedback: The whole story. Training & Development Journal, 47, 69-72. File|
|Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155. File|
|Nowack, K. M. (1991). A Quantitative Approach to Training Needs Analysis. Training and Development Journal, Volume 45, 69-73. File|
|Nowack, K. (1990). Getting Them Out and Getting Them Back. Training and Development, Volume 44, 82-85. File|
|Nowack, K (1988). Approaches to validating assessment centers. Performance & Instruction, 27, 14-16. File|
|Nowack, K. (1986). Pre-post-then evaluation of a behavioral modeling approach to supervisory skills training. Performance & Instruction, 25, 14-16 . File|