权力是社会科学长期研究的重要课题,但其对消费行为影响的实证研究还较有限。本文拟以权力为 自变量,以炫耀性/实用性产品的购买意愿为因变量,探讨中国情境下权力对炫耀性产品购买意愿的影响。实验结果表明,启动高权力的被试更愿意购买炫耀性产 品;面子意识在权力与炫耀性产品购买意愿之间起到中介作用。

面子作为一种复杂的社会心理现象,对跨文化交际的成败起着举足轻重的作用,因为交际场合在不同的文化背景下都涉及面子需求。不同文化背景的人们对"面子"的内涵、价值观上存在着较大的差异,由这种差别所导致的交际方式也大相径庭。探讨中西面子文化差异及其对交际模式的影响,有助于消除人们因"面子"引起的文化冲突和交往中的障碍,东西方文化的相互融合可有效促进跨文化交际。

谦卑型领导和自恋型领导的概念差异体现在在自我认识、对待他人态度、动机、情绪、行为方式等方面。并且,谦卑型领导和自恋型领导在管理员工、团队、组织方面分别存在优势和劣势,谦卑型领导和自恋型领导之间存在相互独立且共存的关系。基于跨文化管理的视角,研究显示谦卑型领导和自恋型领导存在潜在的文化差异,且具有不同的形成基础,并在内隐领导理论上存在差异,最后,二者均是文化适应性的结果。未来研究可关注谦卑型领导和自恋型领导内涵的文化特异性、前因变量、研究方法、文化动态建构和文化认同强度等问题。

本研究从下属反馈管理行为的视角来探索领导与下属的社会交换过程。具体为探讨下属的反馈寻求行为在上司不当督导与下属绩效之间的中介作用，下属的学习目标定向对上述过程中的调节作用。通过问卷法获得306名下属与上司的对偶数据，基于层级回归和Bootstrap分析的结果表明：上司不当督导不仅直接影响下属的绩效，还能通过抑制下属的反馈寻求行为间接地影响员工的绩效；下属的学习目标定向调节着上司不当督导与下属的反馈寻求行为的关系，当下属的学习目标定向越低，上司不当督导对反馈寻求行为的抑制作用更加明显。

基于社会信息加工理论和反馈寻求成本-收益视角,以333名企业员工为研究对象,考察了领导发展性反馈对下属反馈规避行为的影响机制及边界条件。研究结果表明,领导发展性反馈对下属反馈规避行为有显著负向影响;下属学习目标导向在二者之间具有部分中介作用;组织的发展性绩效考核导向在二者之间具有正向调节作用。研究结果首次从领导者反馈视角探索了反馈规避行为的影响因素和诱发机制,为组织实践进行干预管理提供了理论指导。

反馈寻求是一种积极行为,对个体以及组织绩效的提高颇具贡献。已有研究较多关注了直接询问策略对管理实践的影响,但并未区分反馈源,且对间接监测策略的关注寥寥。本文引入反馈倾向和人际信任两个变量,深入分析在中国组织情景下,二者与反馈寻求策略的关系,亦对人际信任的调节作用进行辨析。174份数据的实证分析表明:反馈倾向与询问同事和间接监测均显著正相关,与询问上级相关性不显著;情感信任与询问上级和间接监测显著正相关,能力信任与询问同事和间接监测亦显著正相关;且情感信任对反馈倾向与询问上级和间接监测均起调节作用。

以员工创新效能视角,探索新入职员工反馈寻求行为对其创新行为的作用机制,运用有调节的中介分析领导者创新活动对上述环节的影响。研究结果表明新员工问询式和观察式反馈对员工创新效能以及创造力发挥产生积极影响;其中创新效能部分中介问询式反馈对创新行为的影响,完全中介观察式反馈对创新行为的作用;领导创新行为显著调节这一过程,相对问询式的反馈,领导创新行为会更多的激发新员工观察式的反馈,进而影响新员工创新行为过程。

作为提高员工管理效能的重要手段,对个体反馈寻求行为(feedback-seeking behavior)的管理引起了越来越多研究者与管理者的重视.文章回顾了反馈寻求行为研究的相关文献,就反馈寻求行为研究的内容,反馈寻求行为过程,反馈寻求行为与相关因素的关系进行了论述,最后指出了研究存在的主要问题并进行了展望.

组织中反馈的缺乏和新员工面临的不确定性使得主动的信息寻求成为员工获取相关信息的重要机制。人们的信息寻求行为可能受到获取有用信息的工具性动机、自我保护动机和印象管理动机的驱动,这三种动机分别受到一系列个体特征和情景因素的影响。探索多种动机的平衡、虚拟情境下信息寻求的动机、管理者反馈寻求的动机,以及信息寻求动机与信息有效性之间的关系等应是未来的研究方向。

经理人的反馈寻求行为是影响组织有效运营的关键因素之一,而已有文献还未能深入探讨在中国情境中如何有效地激发经理人主动寻求反馈这一课题。通过问卷调查广东家族企业高层领导及其下属经理人的配对样本,本文探讨了极具中国情境特质的关系元素对经理人反馈寻求行为的影响机制。研究表明,上下级关系对经理人反馈寻求行为具有显著的正向影响;绩效提升预期与印象管理预期在两者间起部分中介作用;政治技能在上下级关系与反馈寻求行为之间起正向的调节作用,即经理人的政治技能越强,上下级关系对反馈寻求行为的正向影响越强。

紧密结合中国高权力距离、差序格局及以"和"为贵的文化背景,揭示属于中国文化传统特有且不同于西方文化背景的个体要素——传统性和情景要素——上下级关系,在辱虐管理对工作绩效的影响机制中起作用的方式。基于这一目的,研究引入下属宽恕作为核心变量,用于解释辱虐管理的影响机制中下属心理状态如何由消极向积极方向转变,从而缓解辱虐管理消极作用的过程。本文以356名下属作为研究对象,对以上议题进行了实证分析。结果表明:1下属传统性弱化辱虐管理和工作绩效间的负向关系,即当传统性较高时,辱虐管理与工作绩效间的负向关系变弱;2上下级关系弱化辱虐管理与工作绩效间的负向关系,即当上下级关系质量高时,辱虐管理与工作绩效间的负向关系变弱;3下属宽恕弱化辱虐管理和工作绩效间的负向关系,即当下属宽恕较高时,辱虐管理与工作绩效间的负向关系变弱;4下属宽恕中介了传统性对辱虐管理和工作绩效间关系的调节作用,同时也中介了上下级关系对辱虐管理和工作绩效间关系的调节作用。

随着外部环境日渐复杂,新一代员工自我意识觉醒,信息化工作模式扩展,企业传统管理机制对员工绩效的影响越发有限。利用员工自我管理机制以及前摄性行为提升其自身创新绩效的管理路径有望成为持续增强企业创新实力的新方法。研究以国有科技型组织中的知识员工为样本,以主动反馈寻求行为为中介,探索前摄型人格对员工创新绩效的影响机制。研究结果表明,员工前摄型人格对其创新绩效具有正向影响;反馈寻求行为(询问与监测)完全中介前摄型人格对创新绩效的影响;主管对创新的支持正向调节直接反馈寻求行为——询问与创新绩效的关系,具有创新性同事的存在正向调节间接反馈寻求行为——监测与创新绩效的关系。

领导掌控着组织的资源，其态度和行为对新员工能否顺利社会化起关键作用。基于真实型领导和员工反馈寻求社会化理论，探讨团队真实型领导、反馈导向对新员工反馈寻求行为和社会化结果的影响。纵向选取53个团队中304个入职9个月内的新员工为调查样本，运用多层回归和结构方程模型进行验证。研究结果表明，团队真实型领导和反馈导向正向影响新员工反馈寻求行为，团队真实型领导显著正向调节反馈导向与新员工反馈寻求行为之间的关系；在高团队真实型领导水平下，高反馈导向的新员工表现出更频繁的反馈寻求行为；团队真实型领导与反馈导向的交互作用通过新员工反馈寻求行为对角色清晰度、社会融入度和工作满意度3个社会化结果起间接积极作用，表明团队真实型领导可以促进新员工有更多的反馈寻求行为，进而帮助他们成功社会化。

This study provides meta-analytic estimates of the antecedents and consequences of feedback-seeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a systematic and integrative effort examining antecedents of both feedback-seeking strategies on the basis of a self-motives framework, (b) adopting a process perspective of feedback-seeking interactions, and (c) taking the iterative nature of feedback into account.

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 feedback erformance relationship.

This research examines a theory of feedback-seeking in organizations. Individuals are hypothesized to seek feedback on important issues and in new and uncertain situations. Results support these hypotheses. Individuals also report frequent seeking for feedback when they fear they are failing to attain goals. Long-tenured individuals seek less feedback, apparently in response to social pressures to appear confident and self- assured.

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.

This paper proposes a model of individual feedback seeking behaviors (FSB). Individuals are posited to seek feedback while negotiating their organizational environments in the pursuit of valued goals. The model portrays several motivations for FSB based on the value of feedback to individuals and outlines two predominant strategies of FSB, monitoring and inquiry. The costs and benefits of each strategy are discussed. Hypotheses concerning both an individual's level of FSB and subsequent strategy choice are subsequently derived. FSB is proposed as an important component of the feedback process. The concluding discussion focuses on the contribution of this perspective to the current organization behavior feedback literature.

This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed.

We examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees. Hypotheses were grounded in uncertainty reduction and impression management theory. Results from a longitudinal study in which data were collected three times over a year indicated that monitoring for feedback from peers and supervisors remained constant over time, as did inquiry from supervisors, but that inquiry from peers declined. In addition, role clarity negatively influenced subsequent peer inquiry. Results suggest the need to examine how both uncertainty reduction and impression management concerns influence feedback seeking.

From a basis in social exchange theory, the authors investigated whether, and how, negative feedback-seeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior.

Purpose-The purpose of this paper is to investigate whether individuals seeking feedback from either a supervisor or co-worker relate to intrinsic and extrinsic career success.Design/methodology/approach-Survey data were collected from 168 employees in three different organizations in the southeastern United States. Moderated multiple regression was used to test the hypotheses.Findings-Results support interactions of feedback seeking and feedback source (both supervisor and co-worker) to predict extrinsic career success. There was no support for the proposed interaction of feedback seeking and feedback source to predict intrinsic career success. Practical implications The results support the need for organizations to focus on developing feedback environments that encourage feedback-seeking behaviors. Individuals that desire more feedback and take initiative within their careers by seeking feedback may have positive outcomes related to extrinsic career success.Originality/value -he study is one of the few studies to evaluate feedback-seeking behaviors in relation to individual outcomes such as career success. The findings support proactive behaviors in relation to extrinsic career success and continue the call for more research related to proactive behaviors in the workplace.

The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record

The primary goal of this study was to examine the cross-level impact of team task interdependence (TTI) on employees’ feedback-seeking behaviors. To achieve this goal, this study empirically tested the multilevel effect of TTI on an individual-level motivator—learning goal orientation (LGO)—of feedback-seeking behaviors. A set of multilevel data was analyzed through hierarchical linear modeling. Through the analysis, this study could prove the significant roles of LGO and TTI.

Organizational scholars have recently shifted their attention to examining organizational citizenship behavior (OCB) as a group-level phenomenon. Adopting the input-mediator-outcome model of group performance, we examined antecedents and intermediate processes that predict group-level OCB (GOCB) in small work groups. The results, based on data from 62 work groups representing a variety of industries, revealed that demographic faultlines based on relation-oriented attributes (gender, age, and race) and a task-related attribute (tenure) had differentiated relationships with task and relationship conflict, which mediated the relationships between faultlines and group outcomes (GOCB and group performance). Both task and relationship conflict were negative predictors of group performance. However, task conflict increased GOCB, whereas relationship conflict decreased it. The present study offers evidence of the relationship between demographic faultlines and various group processes and outcome variables in natural work groups. Copyright 2009 John Wiley & Sons, Ltd.

The purpose of this investigation was to examine the psychometric properties (interrater reliabilities within source and correlations between sources) of subordinate, supervisor, peer, and self-ratings of job performance. Different job types and dimension types were compared. Using meta-analytic methodology, we found that subordinates showed the lowest mean reliability (.30) and supervisors showed the highest (.50), with peers in between (.37). Mean correlations between sources were low for subordinate ratings (.22 with supervisor, .22 with peer, and .14 with self-ratings) and for self-ratings (.22 with supervisor and .19 with peer ratings). The mean supervisor-peer correlation was higher at .34. Both reliabilities and correlations between sources tended to be higher for nonmanagerial and lower complexity jobs. Comparisons of between-source correlations with within-source reliabilities indicated that, with some qualifications, the different sources had somewhat different perspectives on performance. Dimension reliabilities differed somewhat for interpersonal and cognitive dimensions.

Feedback orientation is an individual difference that involves seeing feedback as useful, feeling accountable to act on feedback, being aware of social information, and feeling self-assured when dealing with feedback. In this study, the authors present a test of a model of the feedback-seeking process that includes feedback orientation. They hypothesize that emotional intelligence and the organization’s feedback environment are correlates of feedback orientation and that feedback orientation is indirectly related to task performance and leader–member exchange ratings made by the supervisor through increased feedback-seeking behavior. Results largely support the hypothesized model, demonstrating the importance of this construct for performance management research.

(2016). When can feedback-seeking behavior result in a better performance rating? Investigating the moderating role of political skill. Human Performance: Vol. 29, No. 2, pp. 73-88. doi: 10.1080/08959285.2016.1148037

This paper describes the development and validation of a general causality orientations scale. Causality orientations are conceptualized as relatively enduring aspects of people that characterize the source of initiation and regulation, and thus the degree of self-determination, of their behavior. Three orientations—autonomy, control, and impersonal—are measured by the three subscales of the instrument. Individuals are given a score on each orientation, thus allowing the use of the theoretically appropriate subscale (or, in some cases, a combination of subscales) to predict affects, cognitions, and behaviors. The scale was shown to have internal consistency and temporal stability. The orientations were shown to fit appropriately into a nomological network of constructs and to relate to various behaviors that were hypothesized to be theoretically relevant.

In recent research scholars have addressed the issue of an individual's behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article the authors explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. The authors advance propositions for the study of culture as a moderator to feedback-seeking behavior.

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.

Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support--work outcomes relationships. Implications for management theory and practice are discussed.

ABSTRACT The authors integrate the employee proactivity, information exchange, and psychological safety perspectives to develop a model of individual creativity. Proactive employees prepare themselves with resources in anticipation of effecting changes. The authors propose that proactive employees seek informational resources through exchanging with others in the workplace. Information exchange, in turn, fosters the development of trust relationships that provide psychological safety for creative endeavors. The authors collected time-lagged data from a sample of 190 matched employee anager pairs in a specialty retail chain. The results showed that proactive employees engaged in more information exchange and, by so doing, built stronger trust relationships with supervisors and colleagues. These trust relationships, in turn, increased employee creativity. The relationship between information exchange and employee creativity was fully mediated by trust. The authors discuss the implications of the findings for creativity theory and research.

In this study, we conceptualized four types of feedback seeking about self and others (i.e., self-positive, self-negative, other-positive, and other-negative) based on their foci (i.e., self or peers) and nature (i.e., positive or negative), as derived from goal orientation theory. In a series of field studies, we found that these four types of feedback seeking were distinct from each other. A learning orientation was positively related to self-negative, self-positive, and other-positive feedback seeking. A performance-approach orientation was positively related to self-positive and other-negative feedback seeking. On further examining the performance impacts of the four types of feedback-seeking, we found that self-negative feedback seeking was positively related to job performance, role clarity, and social integration. Self-positive feedback seeking was negatively related, whereas other-positive feedback seeking was positively related to job performance.

Abstract Notwithstanding their concern with intra-MNC control mechanisms, scholars have overlooked the complementary phenomenon of self-regulatory behavior by subsidiaries. In this paper, we take the first steps towards addressing this gap by advancing and testing hypotheses dealing with the determinants of a major element of self-regulatory behavior at the subsidiary level, i.e., the performance-oriented feedback-seeking behavior of subsidiary presidents. Utilizing data from 374 subsidiaries of 75 MNCs, we test hypotheses regarding the impact of subsidiary task and organizational context on the feedback-seeking behavior of subsidiary presidents. The results of this study can be summarized as follows: (i) subsidiary presidents do engage in proactive performance-oriented feedback-seeking behavior; (ii) they vary in the extent to which they engage in such behavior; and (iii) these variations in feedback-seeking behavior are at least partially systematic. Copyright 1999 John Wiley & Sons, Ltd.

Abstract This study examined the influence of the Big Five domains of personality on six combinations of feedback-seeking behavior. A survey was completed by 130 full-time employees and showed the following results: Neuroticism increased indirect inquiry from supervisors and direct and indirect inquiry from coworkers. Extraversion increased direct and indirect inquiry from supervisors. Openness to experience increased reflective appraisal from supervisors and coworkers. Conscientiousness increased direct inquiry from supervisors. Agreeableness did not influence any of the feedback-seeking combinations. The variability in feedback-seeking behavior explained by the Big Five ranged from 4.2% to 7.6%. Results of this study indicate that a person's feedback-seeking behavior is partially attributable to his or her personality makeup. Keywords personality, feedback-seeking behavior, big five, performance feedback ********** Since Ashford and Cummings first introduced the concept of feedback-seeking behavior 25 years ago, research has demonstrated the value that this behavior holds for individuals and organizations (Ashford, Blatt, & VandeWalle, 2003; Ashford & Cummings, 1983). Feedback seeking increases job satisfaction, job performance, and organizational citizenship behaviors and decreases turnover intentions (Morrison, 1993; Morrison & Weldon, 1990; Renn & Fedor, 2001; Whitaker, Dahling, & Levy, 2007). People who seek feedback are perceived more positively by others (Ashford & Northcraft, 1992), especially when they ask for negative information (Ashford & Tsui, 1991). Kudisch, Fortunado, and Smith (2006) recently showed that feedback seekers are more willing to participate in upward appraisal programs, that is, provide formal ratings of their supervisor's performance. Williams, Miller, Steelman, and Levy (1999) commented that "in the feedback area, perhaps the most dominant theme of the past 15 years has been the perspective introduced by Ashford and Cummings (1983), which suggested that individuals are active seekers of feedback information" (p. 969). Given the importance of seeking feedback, researchers have strived to uncover the antecedents of this behavior. They have considered characteristics of the source from whom or which feedback is sought such as supervisor accessibility, mood, and leadership style. They have also considered characteristics of the context in which the feedback-seeking exchange takes place such as organizational structure, cross-culture, and communication media. A growing stream of research has shown that characteristics of the individual seeker such as goal orientation, need for approval, and self-monitoring also have a strong effect on a person's feedback-seeking behavior. The purpose of this study is to contribute to this stream of research by examining the influence of the Big Five domains of personality (Costa & McCrae, 1992). A strength of using the Big Five is that it is a taxonomy of personality that subsumes all human personality traits. As such, it allows the influence of the entire personality makeup on feedback-seeking behavior to be examined. This is in contrast to prior feedback-seeking studies that have considered one or a few personality traits at a time such as self-confidence, need for achievement, or self-esteem. Theoretical Overview: Big Five Domains of Personality The Big Five is a taxonomy of personality that classifies all human personality traits into five domains: neuroticism, extraversion, openness to experience,...

ABSTRACT Purpose ‐ The aim of this paper is to examine the influence of job characteristics on feedback-seeking behaviour. In particular, this study focuses on the job dimensions of the job characteristics model (JCM). Design/methodology/approach ‐ A survey was completed by 113 full-time employees from various industries. Findings ‐ Three of the seven job dimensions significantly impacted feedback-seeking behaviour and explained 11.3 percent of the variance. Feedback-seeking behaviour was increased by feedback from agents, decreased by task identity and autonomy, and unaffected by skill variety, task significance, feedback from the job, and feedback from others. Practical implications ‐ The way jobs are designed may impact how frequently people seek feedback about their performance. Organizations should consider these relationships in promoting feedback-seeking behaviour in the workplace and in carrying out job redesign efforts. Originality/value ‐ By considering job characteristics, this study increases the knowledge of contextual factors that influence feedback-seeking behaviour. Most of the research to date has focussed on individual factors. By considering feedback-seeking behaviour, this study increases the knowledge of outcomes that result from job characteristics. Most of the research to date has focussed on the original four outcomes of the JCM.

This paper argues that although authentic leadership may be rooted in the notion of a ‘true self’, it is through the embodiment of that ‘true self’ that leaders are perceived as authentic or not. In making this claim, we consider ways in which a somatic sense of self contributes to the felt sense of authenticity, and how through engaging with somatic cues, leadership can be performed in a way which is experienced as authentic, both to the leader and to those he or she seeks to lead. In developing our ideas further, we draw from the acting theory of Stanislavski (1936a, 1936b, 1961) to explore how authentic dramatic performances are created, focusing on the role of emotional memory, the magic ‘if’ and physical action in performances. We propose three key components of a resulting theory of how embodied authentic leadership is created: self exposure, relating, and making leaderly choices.

We investigated how supervisors' interpretations of what motivates their subordinates' feedback-seeking behavior were related to both the quality of leader-member exchange and subordinates' work performance. Using a sample of 499 supervisor-subordinate dyads collected in China in two studies, we found that subordinates' feedback seeking was positively related to the quality of leader-member exchange and objective work performance only when supervisors interpreted the feedback-seeking behavior as being driven more by performance enhancement motives and less by impression management motives.

Drawing upon psychological ownership theory, we examined the link between participative decision making and employees' feedback seeking from supervisors, by focusing on the mediating role of job-based psychological ownership. Analysis of data from 248 subordinatesupervisor dyads employed at 2 hotels in China showed that participative decision making was positively associated with employees seeking feedback from supervisors, and the relationship was mediated by job-based psychological ownership. In sum, our results suggest that participative decision making can serve as a managerial tool to stimulate, encourage, and foster employees' feedback-seeking behavior, and that the development of job-based psychological ownership can help with this process.

This study provides insight into the organizational newcomer information-seeking process. Surveys were given to 205 new accountants one, three, and six months into their jobs. Patterns of seeking varied by the type of information being sought. Newcomers sought technical information primarily by asking others and sought other types of information primarily through observation. Further, they sought technical information, information about role demands, and performance feedback mostly from supervisors but sought normative and social information mostly from peers. These patterns were stable over time. Information seeking was also related to satisfaction, performance, and intentions to leave an organization. The results support a view of newcomers as "proactive."

ABSTRACT This study was designed to test the impact of an assigned performance goal on feedback seeking behavior. Subjects brainstormed uses for two common objects. During the first brainstorming trial, all subjects performed without an explicit performance goal. For the second trial, half of the participants were assigned a goal. Feedback seeking behavior was defined as an intermedi- ate count of production taken by a subject as he or she worked on the task. Results showed that (a) subjects in the assigned goal condition were more likely to seek feedback about their performance than subjects who worked without a goal; and (b) among subjects in the goal condition, those who sought feedback were more likely to meet their goal than subjects who did not. These results support Ashford and Cummings's (1983) view that feed- back is sought because it is a resource that can be used to meet goals.

This study extends multisource feedback research by assessing the effects of rater source and raters' cultural value orientations on rating bias (leniency and halo). Using a motivational perspective of performance appraisal, the authors posit that subordinate raters followed by peers will exhibit more rating bias than superiors. More important, given that multisource feedback systems were premised on low power distance and individualistic cultural assumptions, the authors expect raters' power distance and individualism-collectivism orientations to moderate the effects of rater source on rating bias. Hierarchical linear modeling on data collected from 1,447 superiors, peers, and subordinates who provided developmental feedback to 172 military officers show that (a) subordinates exhibit the most rating leniency, followed by peers and superiors; (b) subordinates demonstrate more halo than superiors and peers, whereas superiors and peers do not differ; (c) the effects of power distance on leniency and halo are strongest for subordinates than for peers and superiors; (d) the effects of collectivism on leniency were stronger for subordinates and peers than for superiors; effects on halo were stronger for subordinates than superiors, but these effects did not differ for subordinates and peers. The present findings highlight the role of raters' cultural values in multisource feedback ratings.

ABSTRACT The authors aimed to clarify the similarities, differences, and interrelationships among multiple types of proactive behavior. Factor analyses of managers’ self-ratings (N = 622) showed concepts were distinct from each other but related via a higher-order structure. Three higher-order proactive behavior categories were identified—proactive work behavior, proactive strategic behavior, and proactive person-environment fit behavior—each corresponding to behaviors aimed at bringing about change in the internal organization (e.g., voice), the fit between the organization and its environment (e.g., issue selling), and the fit between the individual and the organization (e.g., feedback seeking), respectively. Further analyses on a subsample (n = 319) showed similarities and differences in the antecedents of these behaviors.

People develop feelings of ownership for a variety of objects, material and immaterial in nature. We refer to this state as psychological ownership. Building on and extending previous scholarship, the authors offer a conceptual examination of this construct. After defining psychological ownership, they address why it exists and how it comes into being. They propose that this state finds its roots in a set of intraindividual motives (efficacy and effectance, self-identity, and having a place to dwell). In addition, they discuss the experiences that give rise to psychological ownership and propose several positive and negative consequences of this state. The authors' work provides a foundation for the development of a comprehensive theory of psychological ownership and the conceptual underpinnings for empirical testing.

In this paper, we first examine the relationship between authentic leadership and employee’s feedback-seeking behaviour. Following this we offer two perspectives to explain how and why authentic leadership promotes feedback-seeking behaviour. We suggest, from a cognitive perspective, that such leadership can influence the employees’ beliefs concerning the perceived value and cost of feedback seeking and in turn increase the likelihood of employees proactively engaging in such behaviour. We further argue that emotions also play a significant role in this process. We propose that feedback-seeking behaviour could also be promoted by authentic leaders through a mechanism of cultivating the employees’ positive emotions. We conclude by drawing out the theoretical contributions as well as the practical implications from this dual-perspective model, alongside a discussion of the promising directions for future research.

This study examined stereotype threat ( Steele & Aronson, 1995 ) in workplace settings and investigated relationships of stereotype threat to feedback seeking and feedback acceptance. Results from a sample of 166 African American managers showed that solo status in the work group predicted perceptions of stereotype threat. In addition, stereotype threat related positively to indirect feedback seeking and discounting of performance feedback from superiors. These findings have important implications for understanding the causes of group differences in job performance.

The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. The proposed mediational model was supported with empirical results from 150 subordinate-supervisor dyads sampled across a variety of organizations. Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.

The Impact of Goals and Pay on Feedback-Seeking Behavior Positive effects of feedback as an...

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The present study investigates whether the frequency by which employees seek informal feedback and the quality of the self-initiated feedback influences perceived career development. Furthermore, we investigated goal orientation and perceived learning culture, as antecedents of feedback seeking behaviour. Data were collected from 116 financial experts from various multinational corporations worldwide. Results show that particularly the quality of self-initiated feedback from supervisors positively affects perceived career development. The quality of self-initiated feedback from supervisors mediates the relation between the perceived learning culture and perceived career development. Furthermore, learning goal orientation directly relates to perceived career development. Last, our results highlight the significance of creating a learning culture in which informal feedback is stimulated. Implications of these findings are discussed.

Why do individuals differ in their feedback-seeking behavior, and how do these differences impact their task performance? The current article addresses these questions by developing a theoretical model using the individual difference of goal orientation (an orientation toward developing or demonstrating one's ability) as a central influence in the feedback-seeking process. Goal orientation is proposed to influence how individuals cognitively process the cost and value of feedback-seeking opportunities. These cognitions are then proposed to influence the choices made for six dimensions of feedback-seeking behavior鈥攖he frequency, type, source, method, timing, and sign preference. The argument is then made that assessment of multiple dimensions of feedback seeking, compared to the customary frequency assessment, should enhance our ability to explain the relationship of feedback-seeking behavior with outcomes such as task performance. Finally, the theoretical model is discussed as a platform for future research and as a source of guidance for the management of feedback-seeking behavior.

This study replicates, integrates, and extends prior research on the dispositional, contextual, and cognitive antecedents of feedback-seeking behavior. Regression analysis was used to analyze data collected from a sample of salespeople (N = 310) from 2 Fortune 500 companies. The study hypotheses were supported with the following results. First, the individual disposition of learning goal orientation and the contextual factors of leader consideration and leader initiation of structure influenced cognitions about the perceived cost and value of feedback seeking. Second, the strength of the relationship of learning goal orientation with the cost and value perceptions was moderated by the leadership style of the supervisor.

Self-assessment research has continued to search for those factors that increase self-other rating agreement. The current field study investigated the feedback-seeking strategies (i. e., monitoring and inquiry) used by 125 employees to obtain performance information, as well as the relationship between feedback-seeking strategy use and self-supervisor performance-rating agreement. Results indicate that the frequency of monitoring reported by employees significantly moderated the relationship between self and supervisor ratings of performance. Individuals who reported higher levels of feedback seeking through monitoring were more likely to have self-assessments that were congruent with their supervisors' ratings of performance.