360-Degree Feedback and Reflected Best Self Analysis
This paper presents a self-reflective 360-degree feedback study in which the author solicited perceptions from family members, friends, and community representatives to construct a Reflected Best Self (RBS) portrait. Drawing on Roberts and Dutton's RBS framework, the study identifies ten emergent themes — including integrity, truthfulness, punctuality, helpful behavior, positive coaching, and continuous improvement — and analyzes their frequency across fifteen respondents. The paper then connects these identified attributes to broader leadership competencies, including inspirational motivation, precision planning, Total Quality Management principles, and the empowerment of others, concluding that the attributes documented will serve the author well in future organizational leadership roles.
- Introduction and the Reflected Best Self Framework: Defines RBS theory using Roberts and Dutton
- Methodology and Study Sample: Email survey sent to family and community
- Review of Respondent Statements: Narrative summary of respondent feedback themes
- Analysis of Data and Emergent Themes: Ten coded themes with frequency counts
- Application of Attributes to Future Leadership: Linking personal strengths to leadership practice
- Summary and Conclusion: Key findings and leadership readiness affirmed
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What makes this paper effective
- Grounds personal self-reflection in an established academic framework (Roberts and Dutton's Reflected Best Self theory), giving anecdotal data theoretical legitimacy.
- Uses quantified frequency counts for each emergent theme, lending a structured, quasi-empirical quality to what is inherently a qualitative self-study.
- Bridges personal findings to broader organizational concepts — TQM, inspirational leadership, and precision planning — demonstrating the real-world relevance of self-awareness.
Key academic technique demonstrated
The paper demonstrates thematic coding of qualitative data: raw respondent statements are grouped into labeled emergent themes (integrity, truthfulness, promptness, etc.), and frequency counts are applied to each theme. This mirrors standard qualitative research practice and shows how informal feedback can be systematically analyzed rather than merely summarized.
Structure breakdown
The paper follows a structured research report format: an introduction that defines the theoretical framework, a brief methodology and sample section, a narrative review of respondent statements, a numbered thematic analysis of the data, a forward-looking discussion connecting findings to leadership practice, and a concise conclusion. Appendices provide a theme-statement mapping table and the survey instrument, reinforcing transparency about the data collection process.
Introduction and the Reflected Best Self Framework
The objective of this study is to conduct a 360-degree feedback exercise in the form of self-reflection about a time when the author of this work was at their absolute best, as well as to examine the perceptions others hold of the author. Understanding what the Reflected Best Self (RBS) framework comprises is necessary in order to interpret the information received through the interviews and surveys in this study.
The work of Laura Morgan Roberts and Jane E. Dutton, entitled "Composing the Reflected Best-Self-Portrait: Building Pathways for Becoming Extraordinary in Work Organizations," reports that the word reflected is used to "emphasize that this self-portrait is based on our perceptions of how others view us. Family members, friends and acquaintances, and organizations provide us with feedback about who we are, and this information is integrated into our self-concept" (Roberts & Dutton, n.d., p. 4). The word best is used to refer to "the strengths, contributions, and enduring talents that each person brings to a situation. Taken together, this means that through interpretations of experiences and interactions in the social world, each person composes a self-portrait of his or her own strengths and contributions. We posit that the process of composing the reflected best-self-portrait creates a pathway to becoming extraordinary, in that it involves envisioning the self at one's best, and then acting upon this vision to translate possibilities for the extraordinary into reality" (Roberts & Dutton, n.d., p. 4).
Roberts and Dutton define the Reflected Best Self (RBS) as a "person's cognitive representation of the qualities and characteristics that a person displays when one is at his or her best." Their definition shares features with self-schemas, which are defined as "cognitive generalizations about the self in particular domains, derived from past experience, that guide the processing of self-related information contained in the individual's social experiences" (Markus, 1977, p. 64). Like self-schemas, the RBS is based on past experiences and guides the processing of personally relevant information generated in the social world (Roberts & Dutton, n.d., p. 6).
Appendix A: Emergent Theme Summary
The following table maps emergent themes to representative respondent statements and the author's interpretation of each:
Integrity — "High integrity" — Honest
Truthful — "She is very truthful in her dealings with others" — Candid
Timely — "She is always prompt to respond to needs…" — Promptness
Helpful — "She does not mind helping others…" — Helpful/Volunteering
Critical — "Her criticism of me as her sibling made me feel lacking sometimes." — Negative Feedback
Motivating — "As a friend she also cheered me on toward goals I had set." — Positive Coaching and Empowerment
Learns from Mistakes — "She learns from her mistakes." — Continuous Improvement
Diversity — "She sees everyone's views." — Diversity
Manager — "She is great at managing her time and resources efficiently." — Management of Time and Resources
References
Hashmi, K. (2010). Introduction and implementation of Total Quality Management (TQM). iSixSigma. Retrieved from http://www.isixsigma.com/methodology/total-quality-management-tqm/introduction-and-implementation-total-quality-management-tqm/
Javitch, D. G. (2009). 10 characteristics of superior leaders. Entrepreneur. Retrieved from http://www.entrepreneur.com/article/204248
Leadership Skills. (n.d.). Retrieved from
Roberts, L. M., et al. (n.d.). Reflected best self-engagement at work: Positive identity, alignment, and the pursuit of vitality and value creation. Retrieved from
Roberts, L. M., & Dutton, J. E. (n.d.). Composing the reflected best self-portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review. Retrieved from
The concept of continuous improvement by TQM. (n.d.). Entrepreneur. Retrieved from
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