Objective: To assess the effect of upward feedback on the perception gap of manager-rated and subordinate-rated managerial behavior scores using the Multifactor Leadership Questionnaire (MLQ). Design: Phase I questionnaires assessed the use of upward (subordinate to manager) feedback and were used to form Feedback and Comparison groups. Phase II questionnaires included feedback, attitudinal, and demographic questions and the MLQ. MLQ scores were compared between the two groups. Subjects/setting: Directors of Food and Nutrition Services and Clinical Nutrition Managers and their respective subordinates in a hospital setting. Statistical analyses performed: General Linear Model (using SAS Version 9.2, Cary, NC) was used to determine the relationships between MLQ scores and questions of interest. Results: Upward feedback practices in both the Feedback and Communication groups did not correspond to the Phase I reports. Feedback managers did not have higher MLQ scores based on feedback group, manager tenure, and manager implementation of feedback. Managers whose subordinates who enjoyed their jobs had higher subordinate-rated MLQ scores. Conclusions: Policies and practices of upward evaluation methods are not clear and need to be studied further in a hospital dietetics setting.