Final answer:
The precise percentage of high potential executives who receive feedback is not provided. Instead, discussions focus on the reliability and implications of feedback from 360-degree appraisals, where executives are encouraged to use feedback for professional development.
Step-by-step explanation:
The question concerns the percentage of high potential executives who receive feedback, specifically in the context of 360-degree appraisals. The studies mentioned suggest that while feedback mechanisms such as 360-degree appraisals are used, their effectiveness and reliability can be contentious. Atkins and Wood (2002) indicate that self and peer ratings might not reliably assess performance, and superiors may underrate those who provide modest feedback about themselves.
This contrasts Tornow's (1993b) view that discrepancies in feedback can encourage learning and discussion. Moreover, it implies that executives are expected to take the feedback and work on identified areas of weakness. However, the information provided does not contain a specific percentage of high potential executives receiving feedback. Instead, it focuses on the nature and implications of the feedback received in such processes.