Best examples of constructive feedback examples for leadership abilities

Real-world examples of constructive feedback examples for leadership abilities

Let’s skip the theory and go straight into real examples you can actually use. Each one focuses on observable behavior, impact, and a path forward—key ingredients of effective leadership feedback.

When you read these examples of constructive feedback examples for leadership abilities, imagine saying them in a 1:1 or writing them in a performance review. Adjust the tone to fit your culture, but keep the structure: behavior → impact → next step.

Example of feedback on delegation and trusting the team

Many leaders still try to do everything themselves. In 2024’s fast-moving, hybrid workplaces, that slows everyone down.

Example feedback:
“Over the last quarter, I’ve noticed you often step in to redo work your team has already completed, especially on client decks and project plans. This creates delays and signals to the team that you don’t fully trust their abilities. You’re very strong at execution, and I’d like to see you shift more into a leadership role by delegating clearly, setting expectations up front, and letting your team own the outcomes. Over the next two projects, I’d like you to assign full ownership to team members and focus on coaching them early, rather than reworking things at the end.”

This is one of the best examples of constructive feedback examples for leadership abilities because it calls out a specific pattern (redoing work), explains the impact (delays and trust issues), and offers a concrete next step (delegate ownership on upcoming projects).

Examples of constructive feedback examples for leadership abilities in communication

Leaders don’t just communicate more; they communicate with clarity and intention. That’s especially important with distributed teams and asynchronous tools like Slack, Teams, and email.

Example feedback on clarity:
“In team meetings, your updates are thorough, but sometimes they include so much detail that people leave unsure about the top priorities. For example, in Monday’s standup, we spent most of the time walking through background instead of ending with clear next steps. Your deep knowledge is a strength; to increase your leadership impact, I’d like you to end each update with three things: what decision we made, who owns what, and the deadline. Let’s practice that structure in our next few meetings.”

Example feedback on listening:
“I’ve noticed in cross-functional meetings that you tend to speak early and often, which can unintentionally shut down quieter voices. Last week in the roadmap review, you spoke for most of the first 20 minutes, and a few team members later shared they didn’t feel comfortable jumping in. As a leader, creating space for others is part of your role. Next time, try asking two or three people for their views before sharing your own, and pause to check for reactions before moving on.”

These are real examples of how to nudge a leader from “strong individual contributor who talks a lot” toward “leader who creates clarity and space for others.”

Example of feedback on decision-making and accountability

Modern organizations expect leaders to make timely, data-informed decisions—not just wait for perfect information.

Example feedback:
“Over the past six weeks, several decisions on the marketing campaign timeline have been pushed back because you were waiting for more data. For example, the Q3 launch date slipped twice while we waited for additional survey results. While your desire for accuracy is valuable, it’s starting to affect our ability to hit targets. As a leader, I’d like you to identify what’s ‘good enough’ data to move forward and be explicit about the risks you’re willing to take. For the next major decision, please set a decision date up front and commit to making the call with the information we have by that point.”

This example of constructive feedback connects behavior (delayed decisions) to business impact (missed targets) and gives a practical adjustment (set a decision date and define “good enough” data).

Examples include feedback on coaching and developing others

Leadership isn’t just about hitting your own goals; it’s about lifting others. Research from organizations like Harvard Business School consistently highlights the importance of managers who coach, not just direct.

Example feedback on coaching style:
“You’re very effective at solving problems quickly, and the team relies on you for answers. However, I’ve noticed that in 1:1s you often jump straight to the solution instead of helping people think through it themselves. For instance, in your last three check-ins with Alex, you laid out the exact steps to take rather than asking questions to guide their thinking. To grow your leadership abilities, I’d like you to shift from ‘answer-giver’ to ‘coach.’ In your next 1:1s, try asking at least three open-ended questions before offering a solution.”

Example feedback on recognizing growth:
“You’ve made progress in giving positive feedback to your team, especially in group settings. I’ve heard you call out wins more often in standups, which is great. One area to build on is recognizing individual growth, not just outcomes. For example, when Jordan led the client call last week, that was a big step for them. A quick follow-up note highlighting what they did well and where they improved would reinforce their confidence and development.”

These examples of constructive feedback examples for leadership abilities show how to encourage a shift from “doer” to “developer of people,” which is a common promotion hurdle.

Example of feedback on leading through change and uncertainty

Between economic shifts, AI adoption, and hybrid work policies, leading through change is now a core leadership expectation.

Example feedback:
“During the recent reorganization, you shared the official updates with your team, but several people later told me they still felt confused and anxious about what it meant for their roles. In our last town hall, your answers stayed very high level and didn’t acknowledge the emotional side of the change. As a leader, people look to you not just for information but for reassurance and honesty. Going forward, I’d like you to build in time to ask how people are feeling, name the uncertainty directly, and share what you do and don’t know. We can also work together on talking points that balance transparency with optimism.”

This is one of the best examples of constructive feedback examples for leadership abilities in times of change: it respects the leader’s effort while clearly pointing out what their team still needs—empathy, clarity, and presence.

Examples of constructive feedback examples for leadership abilities in remote and hybrid teams

Remote and hybrid work aren’t going away, and they change what good leadership looks like. According to surveys summarized by the U.S. Office of Personnel Management, effective telework leaders focus heavily on communication, trust, and outcomes.

Example feedback on visibility and accessibility:
“Your team has shared that they sometimes struggle to know when you’re available, especially since most of them are remote. For example, a few people mentioned waiting several days for responses to questions in Teams, which slows down decisions. Your calendar is understandably busy, but as a leader of a mostly remote team, being intentionally visible matters. I’d like you to set and communicate clear ‘office hours’ each week for quick drop-in questions, and aim to acknowledge messages within 24 hours even if you don’t have a full answer yet.”

Example feedback on inclusive meetings:
“In hybrid meetings, I’ve noticed that in-room voices tend to dominate, and remote team members rarely get pulled into the conversation. In last Thursday’s planning session, the three people on video spoke only once, while the in-person group drove the decisions. As a leader, it’s your role to make sure remote participants are heard. In future meetings, please start by checking audio/video for remote folks, call on them by name early in the discussion, and pause regularly to ask for their input before closing decisions.”

These real examples help leaders adapt their abilities to the reality of 2024–2025 work patterns.

Example of feedback on strategic thinking vs. tactical focus

Many high-performing managers get feedback that they’re “too tactical.” Here’s how to say that in a way that invites growth instead of defensiveness.

Example feedback:
“You consistently deliver on short-term goals, and your attention to detail is a big asset. At the same time, I’ve noticed that in leadership meetings you focus almost entirely on immediate tasks rather than stepping back to look at long-term implications. For example, in the Q4 planning session, you raised helpful questions about this month’s workload but didn’t contribute much to the 12-month strategy discussion. To grow your leadership abilities, I’d like you to come to these meetings prepared with at least one idea or question that looks 6–12 months ahead. We can also schedule time to review the broader business strategy so you feel more confident contributing at that level.”

This example of constructive feedback shows respect for current strengths while clearly pointing toward the next level of leadership.

Examples include feedback on emotional intelligence and conflict management

Emotional intelligence shows up in how leaders handle stress, conflict, and difficult conversations. Studies from organizations like the American Psychological Association highlight the impact of emotionally aware leadership on employee well-being and retention.

Example feedback on reactions under pressure:
“When deadlines are tight, I’ve noticed that your tone can become sharp in meetings. In last week’s bug review, you raised your voice and interrupted two team members. A few people later shared that they felt hesitant to speak up after that. I know the pressure is high, and your commitment to quality is strong. As a leader, though, people watch how you respond under stress. I’d like you to practice pausing before responding when you feel frustrated and, if needed, taking a short break rather than reacting in the moment. If you notice you’ve snapped at someone, please follow up with them to acknowledge it and reset.”

Example feedback on handling conflict:
“You’re very good at keeping things polite on the surface, but I’ve seen situations where you avoid addressing underlying conflicts. For example, the ongoing tension between the design and engineering leads has gone unaddressed for several weeks, and it’s starting to slow projects. As a leader, part of your role is to surface and work through these issues. Over the next month, I’d like you to schedule a joint conversation with both leads, name the pattern you’re seeing, and facilitate a plan for how they’ll collaborate going forward. I’m happy to help you plan that discussion.”

Again, these are strong examples of constructive feedback examples for leadership abilities because they don’t just say “improve your emotional intelligence”—they describe behaviors and offer a path.

How to write your own examples of constructive feedback examples for leadership abilities

You don’t need to memorize all of these word-for-word. Instead, use a simple pattern to create your own feedback:

• Start with a specific behavior you observed (not a personality label).
• Explain the impact on the team, project, or business.
• Offer a clear next step or experiment to try.

For instance, instead of saying, “You’re not a strong leader,” you might say:

“In the last two project retrospectives, you led most of the conversation yourself and moved quickly past critical feedback. As a result, the team isn’t surfacing issues early, and we’re repeating the same mistakes. Next time, I’d like you to start by asking the team what worked and what didn’t, and stay in listening mode for at least 10 minutes before sharing your own view.”

When you follow that pattern, you naturally create better examples of constructive feedback examples for leadership abilities—specific, respectful, and focused on growth.

If you want more background on constructive feedback and leadership development, many universities and public institutions share free resources, such as the Center for Creative Leadership and leadership courses from major schools like Harvard University.

FAQ: examples of constructive feedback for leadership abilities

Q: Can you give a short example of constructive feedback for a new manager?
A: “You’ve done a solid job building rapport with your team, and people clearly feel comfortable with you. One area to grow is setting clearer expectations. For instance, a few team members have mentioned they’re unsure how their work ties to this quarter’s goals. Over the next month, I’d like you to share team goals in writing and review them in your 1:1s so everyone understands how they contribute.”

Q: How specific should examples of constructive feedback be in a performance review?
A: Aim to reference at least two or three concrete situations, with dates or projects where possible. Instead of saying “You need to improve communication,” point to a recent meeting, email thread, or project where the communication gap showed up, and describe what you’d like to see next time.

Q: What is an example of positive constructive feedback for leadership abilities?
A: “You handled the product incident last month in a way that really showed leadership. You stayed calm, organized the response quickly, and kept both the team and stakeholders updated. One thing I especially appreciated was how you recognized the team’s extra effort in our follow-up meeting. I encourage you to use that same structured, transparent approach for future high-pressure situations.”

Q: How often should I give constructive feedback on leadership abilities?
A: Don’t wait for annual reviews. Short, timely feedback—weekly or biweekly in 1:1s—helps leaders adjust while situations are still fresh. Formal reviews can then summarize patterns and progress rather than introducing surprises.

Q: Are these examples of constructive feedback examples for leadership abilities suitable across cultures?
A: The structure (behavior, impact, next step) works across many cultures, but the tone and directness may need adjusting. In some settings, it helps to spend more time affirming strengths before addressing growth areas. When in doubt, ask for feedback on your feedback style and be willing to adapt.