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Guangrong Dai
Researcher
Lominger International
Gaungrong Dai joined the research team at Lominger International, a Korn/Ferry Company in 2006. His research areas include multi-source feedback, leadership development, high potential identification, high potential engagement, executive onboarding, and global leadership effectiveness. He worked closely with the product development team, providing support for the development of talent management tools and solutions that are research based and experience tested. He earned a Ph.D. in Industrial/Organizational Psychology from Central Michigan University.
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Kenneth P. De Meuse
Associate Vice President of Research
Lominger International
Kenneth P. De Meuse is the Associate Vice President of Research at Lominger. Prior to coming to work at Lominger, Ken was on the faculties at the University of Wisconsin – Eau Claire, Iowa State University, and the University of Nebraska at Omaha.
Ken has published numerous articles on employee attitudes and organizational behavior in several leading professional journals. His most recent book entitled, 50 More Things You Need to Know: The Science Behind Best People Practices for Managers & HR Professionals, was published in 2007. He has appeared on ABC News, CNN, AP Radio, and National Public Radio and has been featured in national publications such as The Wall Street Journal, Business Week, Fortune, U.S. News & World Report, The New York Times, and USA Today for his expertise on the impact organizational change has on the workforce.
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Effectiveness of Multi-Source Feedback
By
Guangrong Dai and Kenneth P. De Meuse
This longitudinal study examined the effectiveness of a developmental multi-source feedback program implemented in a large financial company in the U.S.A. It was found that managers improved more on the leadership competencies they selected for development than those they did not select and the overall composite score. The improvement was more than explained for by the regression to mean, and was sustained across multiple administrations of the multi-source feedback. It was further found that the improvement was correlated to the development difficulty of the leadership competency in that managers improved more on easier competencies than on harder competencies
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