Leadership feedback
See how employees experience a leader’s behaviour in everyday work — and where strengths, development fields and concrete next steps emerge.
Self-view and other-view
Self-view and other-viewWhere perceptions diverge, conversation startsAvailability
Δ 0.3Prioritisation
Δ 1.7Support
Δ 0.7Leadership development needs a clear starting point: What support do employees actually need? Where do they already experience good leadership? And what should change in day-to-day collaboration?
General ideas of leadership do not yet show which support a particular team needs.
Results are discussed. Concrete changes and their implementation are not pursued consistently.
New approaches have to be applied in meetings, decisions and conversations.
Whether learning is applied in day-to-day work also depends on motivation and a supportive work environment. A meta-analysis of training transfer underlines the importance of the conditions in which development takes place.
Blume, Ford, Baldwin & Huang (2010) · Transfer of Training: A Meta-Analytic ReviewOne continuous example: priorities feel clearer to the leader than to the team. Insights accompanies the path from feedback to a follow-up measurement.
“When new tasks arrive, I do not know what can wait.” Open comments and ratings on concrete leadership situations make that everyday experience visible.
Leadership in everyday work
I know which tasks currently take priority.
When priorities change, it is explained what can be postponed.
When I have questions, I get the support I need.
Sample questions for your leadership feedback
The leader rates prioritisation at 4.1 – the team at 2.4. Availability remains a strength. That shows where development should start.
Results dashboard
Leadership feedbackSelf-view and other-view · scale 1–5Availability
Δ 0.3StrengthPrioritisation
Δ 1.7Development fieldSupport
Δ 0.7ReadingAgree together: set three priorities each week. When new tasks arrive, explicitly clarify what is postponed – and why. The workspace and development module turn that into everyday practice.
Ask the same prioritisation question again after eight weeks and compare the waves. See where orientation grows and where clarification remains.
After eight weeks
Trend across two waves
Comparison of two waves in the example · scale 1–5
Relevance, conversation quality and structured reflection — stated concisely. Gallup practice research and a peer-reviewed meta-analysis stay visibly distinct as source types.
Gallup · Practice research
Gallup estimates that managers account for at least 70 % of the variance in employee engagement across business units.
That explains why leadership deserves attention — not that “70 % of employees are engaged because of their manager.”
Gallup · Why Great Managers Are So RareGallup · Practice research
Only 16 % of surveyed employees said their most recent conversation with their manager was extremely meaningful.
A concrete gap: conversation quality matters — not frequency alone.
Gallup · Poor Manager Conversations Cost Companies MillionsPeer-reviewed · Meta-analysis
Well-run debriefs can improve individual and team performance. A meta-analysis puts the advantage at roughly 20–25 %.
The studies examined debriefs — not leadership-feedback software. For working with results: review together and record next steps.
Tannenbaum & Cerasoli (2013) · Do Team and Individual Debriefs Enhance Performance?The figures describe associations and study results. They do not prove an automatic effect of zweikern Insights.
That is why we connect feedback with shared agreements and a later review — not only with a one-off readout.
Align your leadership feedback with your own leadership principles and questions.
Possible focuses – adaptable to your leadership principles
Possible topic
Sample question
How clear is it which tasks currently take priority?
zweikern Insights helps you evaluate feedback and accompany development in a structured way. Where needed, zweikern also supports you in interpreting results, shaping conversations and implementing fitting development steps.
Additional support
Translate leadership principles into concrete everyday expectations.
With Insights · Additional support
Discuss strengths and development fields and agree on fitting next steps.
Additional support
Align coaching, workshops and training with the topics identified.
A meta-analysis of workplace coaching found positive effects on learning and performance outcomes. Coaching can therefore be a fitting complement for working on individual development goals.
Jones, Woods & Guillaume (2016) · The Effectiveness of Workplace Coaching: A Meta-AnalysisEvaluation, theme building and structured follow-up happen in Insights. Interpretation, conversations and training can be complemented by zweikern consulting.
Next step
In the intro call we clarify which questions you want to answer and how a fitting development process for your leaders can follow.
You’ll talk to Andreas Kerneder, co-founder of zweikern.
How else can we help?
