Feedback bilateral: percepções de líderes e liderados no contexto organizacional

Abstract

Two-way feedback has been recognized as an important tool for strengthening organizational communication, professional development, and team performance. In this context, this study analyzed the perceptions of leaders and employees regarding the influence of two-way feedback on communication, motivation, and perceived performance in a healthcare company located in Dourados, Mato Grosso do Sul, Brazil. The research was characterized as applied, descriptive, and quantitative, using a single-case study and a survey design. All 12 employees of the organization participated in the study, including 2 leaders and 10 subordinates, through two structured questionnaires. The data were analyzed using descriptive statistics and comparisons between the perceptions of the two groups. The results revealed a predominantly positive assessment of communication and of the role of feedback in professional development, motivation, and perceived performance. However, the main weakness identified was the limited openness to upward communication, reflected in employees' reluctance to express their opinions and in the perceived lack of receptiveness from leaders toward suggestions, which may compromise the effectiveness of organizational dialogue. Additional limitations were associated with workload and the irregular frequency of feedback. Despite these barriers, both leaders and employees demonstrated a high level of acceptance regarding the implementation of formal two-way feedback practices. It is concluded that adopting such practices can strengthen communication, increase trust between leaders and employees, and promote a more participatory organizational environment, provided that the process is planned, regular, and non-punitive. The findings should be interpreted considering the small number of participants and the fact that the study was conducted in a single organization.