Evidence brief · Peer-reviewed · Historical review and meta-analysis
The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254-284. https://doi.org/10.1037/0033-2909.119.2.254 (opens in a new tab)
Publisher: American Psychological Association
- What the study reported
- Feedback interventions improved performance on average, but the effects varied widely and a substantial share of interventions lowered performance. The authors proposed that feedback is less helpful when it draws attention away from the task and toward the person's self-image.
- How it informs leadership practice
- Supports the design choice of anchoring feedback in specific, observable work and the next action, rather than in judgments about the person.
- Limitations
- Synthesizes studies conducted before 1996, largely outside modern workplace leadership contexts. It does not test any particular conversation script or this library.
- Conceptual mapping
- Honor the Human Contract
- Accelerate Leadership Readiness
Editorial interpretation. The study did not examine the H.U.M.A.N. framework.
Used in: Difficult Conversations & Feedback
Paraphrased summary. Read the original article via the DOI link for full methods and results.