This two-stage, quantitative study with purposive sampling and random assignment measured whether managerial participants perceived a sense of accountability for goal setting and participating in professional development as a result of data received from a 360-degree feedback appraisal. There were no significant correlations among the demographic variables of age or gender and in the study variables of usefulness of the (a) 360-degree process, (b) number of professional development activities performed, and (c) accountability. Following common orientation and feedback sessions with the participants, the researcher randomly assigned them to two groups: accountable (notified of a follow-up call) and non-accountable (not notified of a follow-up phone call). Participants in the accountability group performed significantly more developmental activities M = 3.81 with a SD = 1.22 than those in the non-accountability group M = 1.35 with a SD = 0.79, t(31) = 0.000, p less than 05. Unexpectedly, a lower level of perception of usefulness for the accountability group resulted. However, the results of the accountability group having engaged in a significantly greater amount of professional development activities compared with the non-accountability group may lend a greater argument for building accountability into 360-degree feedback programs. The findings suggest the benefit of a coach, consultant, or human resources professional working with the participants throughout the process and the need for organizations to include accountability for professional development in their assessment efforts. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]