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Paul E Levy - One of the best experts on this subject based on the ideXlab platform.
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Self‐Determined Feedback Seeking: The Role of Perceived Supervisor Autonomy Support
Human Resource Management, 2016Co-Authors: Gerard Beenen, Shaun Pichler, Paul E LevyAbstract:We use self-determination theory (SDT) as a framework for investigating how perceived autonomy-supportive supervision positively influences conditions that motivate newcomer subordinates to engage in Feedback Seeking. Based on data collected from MBA interns at two time periods, perceived autonomy support predicted task autonomy, informal supervisor Feedback, and subordinate relationship building, and the latter two mediated the relationship between autonomy support and Feedback Seeking. Our study provides an SDT perspective on newcomer socialization by highlighting the important role supervisor support for autonomy can play in motivating Feedback Seeking as a proactive socialization tactic. Organizations and human resources management professionals should consider including training around autonomy support in supervisory training programs. © 2016 Wiley Periodicals, Inc.
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linking Feedback quality and goal orientation to Feedback Seeking and job performance
Human Performance, 2012Co-Authors: Brian G Whitaker, Paul E LevyAbstract:Contemporary Feedback researchers have adopted theoretical perspectives in which personal characteristics interact with aspects of the Feedback environment to influence Feedback-related perceptions, Feedback Seeking, and job performance. To test these assertions, this study incorporates implicit person theory, uncertainty reduction theory, and Korman's theory of work motivation (2001) to develop a model that links a critical aspect of the Feedback environment (Feedback quality) and goal orientation to perceptions of Feedback utility, Feedback Seeking, role clarity, and task performance and organizational citizenship behaviors. Results from supervisor–subordinate dyadic data (N = 202) obtained from employed students largely support the hypothesized model. Implications are discussed.
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a self motives perspective on Feedback Seeking behavior linking organizational behavior and social psychology research
International Journal of Management Reviews, 2007Co-Authors: Frederick Anseel, Filip Lievens, Paul E LevyAbstract:Both the Feedback-Seeking literature in management and the self-motives domain in social psychology have focused on how motives affect the way in which people acquire information for self-evaluation purposes. Despite apparent conceptual similarities, the implications of research in these domains have not been fully integrated. This paper aims to link research on Feedback-Seeking behavior to recent theoretical developments in social psychology. First, the current perspective in management on Feedback-Seeking motives is depicted. Second, a well-established framework of self-motives in social psychology is introduced. Third, similarities and differences between these two motivational perspectives are discussed and a first step towards integration is proposed. Fourth, it is demonstrated how a self-motives perspective might guide future research on six key issues. Self-motives might be useful in identifying new antecedents of Feedback-Seeking behavior, resolving inconsistencies in the Feedback-Seeking literature, understanding the interplay among Feedback-Seeking motives, integrating Feedback-Seeking and Feedback reactions research, examining attitudinal outcomes of Feedback-Seeking motives, and enhancing the feed-back performance relationship.
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the effect of transformational and transactional leadership perceptions on Feedback Seeking intentions
Journal of Applied Social Psychology, 2002Co-Authors: Paul E Levy, Richard T Cober, Terri MillerAbstract:This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and Feedback-Seeking behavior. Participants (n= 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher Feedback-Seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher Feedback-Seeking intentions. These findings suggest that not only does exposure to a certain leader affect Feedback-Seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.
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The Effect of Transformational and Transactional Leadership Perceptions on Feedback‐Seeking Intentions
Journal of Applied Social Psychology, 2002Co-Authors: Paul E Levy, Richard T Cober, Terri MillerAbstract:This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and Feedback-Seeking behavior. Participants (n= 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher Feedback-Seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher Feedback-Seeking intentions. These findings suggest that not only does exposure to a certain leader affect Feedback-Seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.
Jing Qian - One of the best experts on this subject based on the ideXlab platform.
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Authentic leadership and Feedback-Seeking behaviour: An examination of the cultural context of mediating processes in China
Journal of Management & Organization, 2020Co-Authors: Jing Qian, George Zhen Xiong ChenAbstract:AbstractDespite an increasing number of studies that show a positive relationship between the supportiveness of the Feedback source and Feedback Seeking, little is known about the role that supervisors play in promoting employee Feedback-Seeking behaviour when they serve as Feedback sources. The present article developed a model to fill this void and tested it with data from a sample of 237 supervisor–subordinate dyads. We hypothesized and found that authentic leadership was positively related to Feedback-Seeking behaviour mediated by both perceived instrumental value and image cost of Feedback Seeking. The results also demonstrated that employees' individual cultural value of power distance moderated the relationships between authentic leadership and the perceived instrumental value and image cost of Feedback Seeking.
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The Presence of a Feedback-Seeking Role Model in Promoting Employee Feedback Seeking
Academy of Management Proceedings, 2020Co-Authors: Jing Qian, Bowen Tian, Yao XuAbstract:Despite an increasing number of studies that show a positive relationship between the supportiveness of a Feedback source and Feedback Seeking, little is known about the impact of supervisors' demonstration of Feedback-Seeking behavior in promoting employees Seeking Feedback from them. In addition, although previous studies have shown that Feedback Seeking is an interactive process and is emotionally charged, to our knowledge, no studies have investigated the role that the source's emotional regulation played in the Feedback-seeker's Seeking frequency. The present article developed a moderated mediation model to fill this void and tested it with data from a sample of 215 supervisor-subordinate dyads from China. We hypothesized and found that supervisors' Feedback-Seeking inquiries from subordinates were positively related to subordinates' Feedback-Seeking behaviors from supervisors, mediated by the perceived value and cost of the Feedback Seeking. The results also supported the moderating roles of supervi...
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linking empowering leadership to task performance taking charge and voice the mediating role of Feedback Seeking
Frontiers in Psychology, 2018Co-Authors: Jing Qian, Bin Wang, Baihe Song, Hao ChenAbstract:Drawing upon the person-environment fit theory, the present study focuses on the role of Feedback-Seeking in linking empowering leadership to task performance, taking charge, and voice. We tested the hypothesized model using data from a sample of 197 supervisor-subordinate dyads. Performing powerful methods of analysis (e.g., CFA, SEM, and bootstrapping), the results revealed that: (1) empowering leadership was positively associated with followers’ Feedback-Seeking; (2) employees’ Feedback-Seeking was positively correlated with task performance, taking charge, and voice; and (3) employees’ Feedback-Seeking mediated the positive relationships between empowering leadership and task performance, taking charge, and voice. We make conclusions by discussing the theoretical and practical implications of these findings, alongside a discussion of the present limitations and directions for future studies.
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It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking
Current Psychology, 2017Co-Authors: Jing Qian, Bin Wang, Xiaoyan Li, Baihe Song, Lanjun Wu, Yiyun FangAbstract:Identifying the antecedents of Feedback Seeking has attracted and continues to attract considerable research attention. In this study, we developed a model to advance this research line and tested it with data from a sample of 248 supervisor–subordinate dyads. The results suggest that leader’s listening behavior positively relates to employees’ Feedback Seeking, mediated by employees’ Feedback self-efficacy. Furthermore, perceived organizational support moderates the relationship between leader’s listening behavior and employees’ Feedback self-efficacy.
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leaders behaviors matter the role of delegation in promoting employees Feedback Seeking behavior
Frontiers in Psychology, 2017Co-Authors: Xiyang Zhang, Jing Qian, Bin Wang, Jiachen Wang, Yu WangAbstract:Feedback helps employees to evaluate and improve their performance, but there have been relatively few empirical investigations into how leaders can encourage employees to seek Feedback. To fill this gap we examined the relationship among delegation, psychological empowerment, and Feedback-Seeking behaviour. We hypothesised that delegation promotes Feedback-Seeking behaviour by psychologically empowering subordinates. In addition, power distance moderates the relationship between delegation and Feedback-Seeking behaviour. Analysis of data from a sample of 248 full-time employees of a hotel group in northern China indicated that delegation predicts subordinates’ Feedback Seeking for individuals with moderate and high power distance orientation, but not for those with low power distance orientation. The mediation hypothesis was also supported.
Susan J. Ashford - One of the best experts on this subject based on the ideXlab platform.
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two roads to effectiveness ceo Feedback Seeking vision articulation and firm performance
Journal of Organizational Behavior, 2018Co-Authors: Susan J. Ashford, Katleen De Stobbeleir, Ned Wellman, Mary Sully F De Luque, Melody L. WollanAbstract:Summary Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (Feedback Seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO Feedback Seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own Feedback Seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by Seeking Feedback. In a sample of CEOs and TMT members from 65 firms, both CEO Feedback Seeking and vision articulation exhibit positive direct relationships with firm performance. However, only Feedback Seeking displays an indirect effect on performance via TMT potency. Finally, CEO Feedback Seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
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self regulation of creativity at work the role of Feedback Seeking behavior in creative performance
Academy of Management Journal, 2011Co-Authors: Katleen De Stobbeleir, Susan J. Ashford, Dirk BuyensAbstract:Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, Feedback Seeking, as a strategy to enhance their creative performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of Feedback Seeking: the propensity to inquire for Feedback and the propensity to monitor the environment for indirect Feedback. Feedback inquiry related to supervisor ratings of employee creative performance. These results highlight the importance of employees' self-regulatory behaviors in the creative process and show that Feedback Seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving creative outcomes.
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Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance
2008Co-Authors: Katleen De Stobbeleir, Susan J. Ashford, Dirk BuyensAbstract:Using a sample of 456 supervisor-employee dyads from 4 organizations, this study examined how employees use Feedback Seeking as a self-regulation strategy to manage their creative performance. As hypothesized, employees’ cognitive style and perceived organizational support for creativity affected two patterns of their Feedback Seeking, i.e. their tendency to inquire for Feedback from various sources and their propensity to monitor their environment for indirect Feedback cues. Feedback inquiry from various sources further related to supervisor ratings of employee creative performance. These results highlight the importance of studying employees’ self-regulatory behaviors in the creative process and support the proposition that Feedback Seeking is not only a strategy that facilitates individual adaptation, but also an individual resource that can help individuals to achieve creative outcomes.
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How is Feedback-Seeking Behavior Interpreted? The Influence of Feedback-Seeking Pattern and Feedback Source’s Characteristics on Impression Formation and Performance Evaluations
2008Co-Authors: Katleen De Stobbeleir, Susan J. Ashford, M. F. Sully De LuqueAbstract:This study examined how Feedback seekers’ and targets’ characteristics affect how Feedback-Seeking acts are evaluated. We studied how two aspects of the pattern of Feedback Seeking, the sign of the Feedback sought (positive versus negative) and the frequency of Seeking (frequent versus infrequent) interact with the performance history of the Feedback seeker to affect impressions formed by Feedback targets. In addition, we assessed how the target characteristic of implicit person theory affects Feedback-Seeking attributions and how this relationship is shaped by the pattern of Seeking. Results indicate that the pattern of Feedback Seeking is a relevant moderator of the effects of the seeker’s performance history and targets’ implicit person theories on targets’ impressions of Feedback Seeking. In addition, the results show that targets’ attributions for Feedback Seeking are one of the underlying mechanisms explaining why Feedback-Seeking behavior affects important organizational outcomes.
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reflections on the looking glass a review of research on Feedback Seeking behavior in organizations
Journal of Management, 2003Co-Authors: Susan J. Ashford, Ruth Blatt, Don Vande WalleAbstract:This paper presents and organizes the results of two decades of research on Feedback-Seeking behavior according to three motives: the instrumental motive to achieve a goal, the ego-based motive to protect one’s ego, and the image-based motive to enhance and protect one’s image in an organization. Each motive is discussed with reference to its impact on the frequency of Feedback Seeking, Seeking method (whether by inquiry or monitoring), timing of Feedback Seeking, choice of the target of Feedback Seeking, and the topic on which Feedback is sought. The role of context in influencing these patterns is also discussed. Issues in the literature are identified throughout, and the review ends by identifying five promising areas for future research.
Jane R Williams - One of the best experts on this subject based on the ideXlab platform.
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testing multiple motives in Feedback Seeking the interaction of instrumentality and self protection motives
Journal of Vocational Behavior, 2011Co-Authors: Jocelyn Courtney Hays, Jane R WilliamsAbstract:Abstract Research indicates that information received from Feedback Seeking is valuable for both individual and organizational outcomes. Previous research examining the Feedback Seeking process has consistently suggested that individual's Feedback behaviors are directly influenced by three motives. Specifically, individuals are instrumentally motivated to obtain valued information but are also motivated to protect and/or enhance their ego and to protect others' impressions of them (Ashford, Blatt and VandeWalle, 2003). The current study simultaneously examined these motives by testing the interactive effects of them on Feedback Seeking behavior. As predicted, they did significantly interact and the results present a deeper understanding of these motives and how employees weigh various factors in deciding whether to seek Feedback within the organization.
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increasing Feedback Seeking in public contexts it takes two or more to tango
Journal of Applied Psychology, 1999Co-Authors: Jane R Williams, Corey E Miller, Lisa A Steelman, Paul E LevyAbstract:Two studies examined the effects of the Feedback-Seeking context on the Feedback-Seeking process. Previous research has suggested that the publicness of the Feedback-Seeking context influences the degree to which individuals seek performance Feedback (S. J. Ashford & G. B. Northcraft, 1992; P. E. Levy, M. D. Albright, B. D. Cawley, & J. R. Williams, 1995). The current 2 studies extend the Feedback-Seeking model outlined by P. E. Levy et al. (1995) by examining the influence that contextual manipulations (i.e., source supportiveness and peer reactions) have on Feedback Seeking in the public context. Overall results suggest that the frequency of Feedback Seeking can be increased substantially in a public setting if the supportiveness of source and peer reactions are positive.
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situational and individual determinants of Feedback Seeking a closer look at the process
Organizational Behavior and Human Decision Processes, 1995Co-Authors: Paul E Levy, Michelle D Albright, Brian D Cawley, Jane R WilliamsAbstract:Abstract The present study investigated the effects of situational (the Feedback Seeking context) and individual (public self-consciousness and self-esteem) determinants on the Feedback Seeking process (cf. Ashford & Northcraft, 1992; Northcraft & Ashford, 1990). A model was developed based on past research and theory (Ashford & Cummings, 1983; Larson, 1989; Morrison & Bies, 1991) which attempts to explicate how both situational and individual variables fit into this complicated process. Multiple measures of the Seeking process were used to further our understanding in this area. Individuals′ intent to seek Feedback, Feedback Seeking frequency, and the tendency to reconsider and modify their initial intentions were measured behaviorally over time. The importance of each of these variables was empirically demonstrated through the use of a computerized scheduling task on which individuals had the opportunity to request Feedback. The results provide new insight into the Feedback Seeking process and have widespread organizational implications. Some new directions for Feedback Seeking research are also suggested.
Bin Wang - One of the best experts on this subject based on the ideXlab platform.
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linking empowering leadership to task performance taking charge and voice the mediating role of Feedback Seeking
Frontiers in Psychology, 2018Co-Authors: Jing Qian, Bin Wang, Baihe Song, Hao ChenAbstract:Drawing upon the person-environment fit theory, the present study focuses on the role of Feedback-Seeking in linking empowering leadership to task performance, taking charge, and voice. We tested the hypothesized model using data from a sample of 197 supervisor-subordinate dyads. Performing powerful methods of analysis (e.g., CFA, SEM, and bootstrapping), the results revealed that: (1) empowering leadership was positively associated with followers’ Feedback-Seeking; (2) employees’ Feedback-Seeking was positively correlated with task performance, taking charge, and voice; and (3) employees’ Feedback-Seeking mediated the positive relationships between empowering leadership and task performance, taking charge, and voice. We make conclusions by discussing the theoretical and practical implications of these findings, alongside a discussion of the present limitations and directions for future studies.
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It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking
Current Psychology, 2017Co-Authors: Jing Qian, Bin Wang, Xiaoyan Li, Baihe Song, Lanjun Wu, Yiyun FangAbstract:Identifying the antecedents of Feedback Seeking has attracted and continues to attract considerable research attention. In this study, we developed a model to advance this research line and tested it with data from a sample of 248 supervisor–subordinate dyads. The results suggest that leader’s listening behavior positively relates to employees’ Feedback Seeking, mediated by employees’ Feedback self-efficacy. Furthermore, perceived organizational support moderates the relationship between leader’s listening behavior and employees’ Feedback self-efficacy.
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leaders behaviors matter the role of delegation in promoting employees Feedback Seeking behavior
Frontiers in Psychology, 2017Co-Authors: Xiyang Zhang, Jing Qian, Bin Wang, Jiachen Wang, Yu WangAbstract:Feedback helps employees to evaluate and improve their performance, but there have been relatively few empirical investigations into how leaders can encourage employees to seek Feedback. To fill this gap we examined the relationship among delegation, psychological empowerment, and Feedback-Seeking behaviour. We hypothesised that delegation promotes Feedback-Seeking behaviour by psychologically empowering subordinates. In addition, power distance moderates the relationship between delegation and Feedback-Seeking behaviour. Analysis of data from a sample of 248 full-time employees of a hotel group in northern China indicated that delegation predicts subordinates’ Feedback Seeking for individuals with moderate and high power distance orientation, but not for those with low power distance orientation. The mediation hypothesis was also supported.
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Transformational leadership and employees' Feedback Seeking: The mediating role of trust in leader
Social Behavior and Personality, 2016Co-Authors: Bin Wang, Jing Qian, Ruili Ou, Chuying Huang, Bei XuAbstract:Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees’ Feedback Seeking within the dynamics of leader–follower relationships. We used data from a survey of 205 supervisor–subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees’ Feedback Seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed.
