7 Principles of highly effective managerial feedback: Theory and practice in managerial development interventions

Villiers, Rouxelle de

doi:10.1016/j.ijme.2013.01.002

Cited by 15 publications

(14 citation statements)

References 49 publications

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“…The previous study has discussed the managerial competence of management institutions. It can be increased using training and feedback from the management institution (De Villiers, 2013). It can focus on formal and informal training to increase management (Larsen et al, 1991).…”

Section: Introductionmentioning

confidence: 99%

Managerial Competency Model for the Management of Equality Educational Institutions in the Global Era

Rahmi

Santosa

Zulaikha

2021

AIJP

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This study aims to determine managerial competencies for management of Equality Education Institutions in Tangerang relevant to the current global era. Competent managers have an impact on the quality of education. This study was qualitative research with quantitative descriptive methods. Collecting data used observation, interview, documentation, and questionnaire. Analysis data had four steps were data collection, data reduction, data display and data analysis. The finding concluded that managerial competency must be increased to identify problems and institutional needs, build a quality learning climate and system, program evaluation models are not regular. There is no follow-up on the results of program supervision. In addition, managerial competence must also use technological devices with various advances useful in managing educational institutions.

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Section: Introductionmentioning

confidence: 99%

Managerial Competency Model for the Management of Equality Educational Institutions in the Global Era

Rahmi

Santosa

Zulaikha

2021

AIJP

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“…Workshop participants were also introduced to methods of coaching around the core practice (e.g. de Villiers, 2013). A follow-up workshop was offered in October 2017, where participants learned to provide feedback specific to the core practice of eliciting student thinking.…”

Section: Methodsmentioning

confidence: 99%

Examining coaches’ feedback to preservice teacher candidates on a core practice

Cash

Dack

Leach

2022

IJMCE

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PurposeFor preservice teacher candidates (PSTs), receiving feedback on core practices is an important component in supporting the development of their practice. However, coaches are often underprepared to support PSTs on core practices, and feedback can be infrequent or low quality (Anderson and Stillman, 2013; Clarke et al., 2014). Understanding such variation in the content and process for providing feedback to PSTs is important in evaluating and improving feedback effectiveness for amplifying their learning.Design/methodology/approachThe authors studied feedback provided by coaches in response to a video of a sample PST’s lesson. The authors examined the extent to which coaches’ feedback targeted the core practice of eliciting student thinking and whether this was associated with their assigned PSTs’ instructional practices during student teaching. The authors also questioned whether this aspect of coach feedback could be changed in response to professional development.FindingsThe results provide preliminary evidence that coaches vary in the extent to which they focus feedback on a particular practice, even when directed to do so. Moreover, when coaches provide focused feedback on a core practice, the PSTs that they coach use the core practice during student teaching. Further, coaches’ feedback can be improved through professional development.Originality/valueThis study contributes to a limited evidence base examining the association between feedback and PSTs’ observed practice. It also establishes that coach feedback can be improved with professional development. The authors discuss these results in the context of documenting and improving teacher preparation.

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“…These relationships, when structured with an objective and trusted colleague, can provide valuable feedback on perceptions and future direction to take. De Villiers (2013) describe the power that feedback can offer through the lens of seven principles (see Figure 5 ). Her posit that feedback should be (1) relevant to the person and the transition, (2) manageable (achievable), (3) specific, (4) meaningful in how it can aid development, (5) timely, (6) from a reliable and trustworthy source, and (7) applicable and connected to the situation from the trusted coach so it can instill confidence ( Hattie and Timperley, 2007 ; De Villiers, 2013 ).…”

Section: Preparing To Make the Changementioning

confidence: 99%

“… De Villiers (2013) describe the power that feedback can offer through the lens of seven principles (see Figure 5 ). Her posit that feedback should be (1) relevant to the person and the transition, (2) manageable (achievable), (3) specific, (4) meaningful in how it can aid development, (5) timely, (6) from a reliable and trustworthy source, and (7) applicable and connected to the situation from the trusted coach so it can instill confidence ( Hattie and Timperley, 2007 ; De Villiers, 2013 ). When this model is adapted to career transitions and complemented with personal reflection, it becomes a meaningful way to provide the individual with objective guidance ( De Villiers, 2013 ).…”

Section: Preparing To Make the Changementioning

confidence: 99%

Making the difficult career transition: Writing the next chapter during the great resignation or in the future

Coppola

Young²

2022

Front. Psychol.

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During the midst of the Great Resignation, over 4.5 million people have changed jobs. While a job change does not register as one of the top three drivers of stress, career transition-related stress does present itself as one of the top 25 causes. This stress can be reduced through social support models, career transition planning, and personal brand strategy frameworks. These adaptive change models become part of a continuous learning and growth process. This literature review aims to contribute to the industry and define career transition through a more holistic personal brand strategy utilizing a wide range of disciplines considering the challenges and opportunities presented during the Great Resignation.

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7 Principles of highly effective managerial feedback: Theory and practice in managerial development interventions

Cited by 15 publications

References 49 publications

Managerial Competency Model for the Management of Equality Educational Institutions in the Global Era

Managerial Competency Model for the Management of Equality Educational Institutions in the Global Era

Examining coaches’ feedback to preservice teacher candidates on a core practice

Making the difficult career transition: Writing the next chapter during the great resignation or in the future

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