|Nowack, K. (2013). Coaching for Stress: StressScan. Jonathan Passmore, Psychometrics in Coaching, Association for Coaching, UK, pp. 305-324. File|
|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|
|Ima Sims (2009). Unmal jefe puedellegar a matarde estres a sus empleados. La Contra de La Vanguardia, Interview by Ima Sanchis following the Life09 I Congerso Internacional de Liderazgo Femenino, 16, 17 y 18 de Septiembre, Barcelona, Spain (Espanol). File|
|Nowack, K. (2009). Personal Success Scorecard. Personal Excellence, Volume 12, No. 12. 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. & Pons, Baldiri (2009). A Comparison of Emotional Intelligence of Leaders in Spain and the US. Unpublished Manuscript. Envisia Learning, Inc.. File|
|Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting Psychology Journal: Practice and Research, 61, 280-297. File|
|Agatha Gilmore (2008). Lifestyle Learning: Improve the Bottom Line with Behavioral Education. Chief Learning Officer, pp. 22-27, Interview with Chief Research Officer Kenneth Nowack, Ph.D.. File|
|Nowack, K. M. (2007). Predicting the Future Success of Talent. Talent Management, 3 (2), p. 14. File|
|Nowack, K. (2007). Best Practices in Utilizing 360 Degree Feedback. Unpublished Manuscript. Envisia Learning, Inc.. File|
|Nowack, K. (2007). It's Not How Smart You Are But How You Are Smart. Talent Management, 3 (10) p. 10. File|
|Nowack, K. (2007). Strategic Talent Management Through Career Paths. Talent Management Magazine, Volume 3 (4), p. 16. File|
|Nowack, K. (2007). Why 360-Degree Feedback Doesn't Work. Talent Management, 3 (8), p. 12. 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. (2006). La movilidad laboral, un rasgo de la sociedad actual. El Global, Los tiempos cambian y con ellos evoluciona la sociedad. Si hace anos primaba la estabilidad en el puesto de trabajo, ahora la tendencia apunta a la sustitucion de la estabilidad laboral por la seguridad en la contratacion. Esa es la idea principal en torno a la que ha girado la conferencia "Inteligencia emocional y estres en la vida laboral y personal" impartida por el asesor de recursos humanos Kenneth Nowack (Spanish). File|
|Nowack, K. (2006). Emotional intelligence: Leaders Make a Difference. HR Trends, 17, 40-42. File|
|Nowack, K. (2005). Leadership, Emotional Intelligence and Employee Engagement: Creating a Psychologically Healthy Workplace. 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. (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:
|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). Approaches to Validating Assessment Centers. Performance and Instruction, Volume 27, 14-16. File|
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. (1993). Assessment Center Performance and Basic Skills. Paper Presented at the Eight Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco, CA, April 1993. 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. (1987). Training Needs Assessment and Organizational Climate Survey.
ASTD Trainer's Toolkit: More Evaluation Instruments, American Society for Training and Development, Alexandria, VA, pp. 111-131.
Conducting a competency based training needs assessment can be challenging in most organizations. In this ASTD Trainer's Toolkit, an actual sample of a competency based training need assessment survey is provided for use with all levels within any organization. The training needs evaluation survey can be easily customized to meet the needs of any organization. A brief, psychometrically tested, organizational climate survey is also provided for organizations also looking to include some type of employee attitude survey. This 1990 ASTD Trainer's Toolkit: Needs Assessment is available for purchase by contacting American Society for Training and Development (ASTD) at 703.683.8100 or at their website: www.astd.org
|Nowack, K. (1986). Pre-post-then evaluation of a behavioral modeling approach to supervisory skills training. Performance & Instruction, 25, 14-16 . File|