• Foreword
• Marshall Goldsmith
• Chapter 1. Introduction and Overview to the Handbook of Strategic 360 Feedback
• Allan H. Church, David W. Bracken, John W. Fleenor, and Dale S. Rose
• Chapter 2. What Are "Strategic" 360 Feedback Systems?
• David W. Bracken
• Section I. 360 for Decision-Making
• Chapter 3. Best Practices When Using 360 Degree Feedback for Performance Appraisal
• E.D. Campion, M.C. Campion, and M.A. Campion
• Chapter 4. Historical Challenges of Using 360 Feedback for Performance Evaluation
• Manuel London and James W. Smither
• Chapter 5. Technological Innovations in the Use of 360 Feedback for Performance Management
• Steven Hunt, Joe Sherwood, and Lauren Pytel
• Chapter 6. Strategic 360 Feedback for Talent Management
• Allan H. Church
• Chapter 7. Using Stakeholder Input to Support Strategic Talent Development at Board and Senior Executive Levels: A Practitioner's Perspective
• Paul Winum
• Section II. 360 for Development
• Chapter 8. Application of 360 Feedback for Leadership Development
• Cynthia McCauley and Stéphane Brutus
• Chapter 9. Moving Beyond "The Great Debate": Recasting Developmental 360 Feedback in Talent Management
• Jason Dahling and Samantha Chau
• Chapter 10. Team Development with Strategic 360 Feedback: Learning From Each Other
• Allison Traylor and Eduardo Salas
• Chapter 11. From Insight to Successful Behavior Change: The Real Impact of Development-Focused 360 Feedback
• Kenneth M. Nowack
• Chapter 12. Integrating Personality Assessment with 360 Feedback in Leadership Development and Coaching
• Robert B. Kaiser and Tomas Chamorro-Premuzic
• Chapter 13. Strategic 360 Feedback for Organization Development
• Allan H. Church and W. Warner Burke
• Section III. 360 Methodology and Measurement
• Chapter 14. Factors Affecting the Validity of Strategic 360 Feedback Processes
• John W. Fleenor
• Chapter 15. Can We Improve Rater Performance?
• David W. Bracken and Christopher T. Rotolo
• Chapter 16. Rater Congruency: Why Ratings of the Same Person Differ
• Adrian Furnham
• Chapter 17. Is 360 Feedback a Predictor or Criterion Measure?
• Elaine D. Pulakos and Dale S. Rose
• Section IV. Organizational Applications
• Chapter 18. The Journey From Development to Appraisal: 360 Degree Feedback at General Mills
• Tracy M. Maylett
• Chapter 19. Harnessing the Potential of 360 Feedback in Executive Education Programming
• Jay A. Conger
• Chapter 20. An Alternative Form of Feedback: Using Stakeholder Interviews to Assess Reputation at Walmart
• Lorraine Stomski
• Chapter 21. Mitigating Succession Risk in the C-Suite: A Case Study
• Seymour Adler
• Chapter 22. Integrating Strategic 360 Feedback at a Financial Services Organization
• William J. Shepherd
• Chapter 23. Leveraging Team 360 to Drive Business-Enhancing Change Across the Enterprise at Whirlpool Corporation
• Stefanie Mockler, Rich McGourty, and Keith Goudy
• Chapter 24. What Kind of Talent Do We Have Here? Using 360s to Establish a Baseline Assessment of Talent
• Christine Corbet Boyce and Beth Linderbaum
• Section V. Critical and Emerging Topics
• Chapter 25. 360 Feedback versus Alternative Forms of Feedback: Which Feedback Methods are Best Suited to Enable Change?
• Dale S. Rose
• Chapter 26. Gender, Diversity, and 360 Feedback
• Anna Marie Valerio and Katina Sawyer
• Chapter 27. Using Analytics to Gain More Insights From 360 Feedback Data
• Alexis A. Fink and Evan F. Sinar
• Chapter 28. The Ethical Context of 360 Feedback
• William H. Macey and Karen M. Barbera
• Chapter 29. The Legal Environment for 360 Feedback
• John C. Scott, Justin M. Scott, and Katey E. Foster
• Chapter 30. Using 360 Feedback to Shape a Profession: Lessons Learned Over 30 Years from the Human Resource Competency Study (HRCS)
• Dave Ulrich
• Chapter 31. The Handbook of 360 Feedback: Themes, Prognostications, and Sentiments
• Allan H. Church, David W. Bracken, John W, Fleenor, and Dale S. Rose
• Contributor Biographies
• Index