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.
Are there benefits to seeking feedback from peers, or is it not worth the time and effort as employees sometimes believe? If there are benefits, does it matter in teams both with and without formal ...supervisors, and what contextual conditions facilitate such seeking? These questions motivate the current research. Based on the theoretical differences between peers and supervisors as targets of feedback seeking, we adopt a cost-value perspective to examine whether task interdependence and psychological safety affect the seeking of feedback from peers in a team. We also assess whether such seeking creates value for the seeker him-/herself (by having a cross-source effect on the supervisor’s evaluations) and for the collective (by impacting the team’s creativity). We test these ideas in two studies. In a sample of 209 employee-supervisor dyads (Study 1), we find that employees seek more peer feedback when tasks are interdependent, especially when they perceive their working environment as psychologically safe, and that supervisors view employees who seek more peer feedback as better team contributors. Then, in a longitudinal sample of 88 self-managed MBA consulting teams (Study 2), we find that the average level of peer feedback seeking in a team enhances the team’s creativity. Our findings highlight the power of seeking feedback from peers as well as the context factors shaping it.
We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue ...that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self-reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor-rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.
Two roads to effectiveness Ashford, Susan J.; Wellman, Ned; de Luque, Mary Sully ...
Journal of organizational behavior,
01/2018, Letnik:
39, Številka:
1
Journal Article
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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 theTMT. 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.
In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization's internal and external employer brand images on employee absenteeism. ...Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization's external image may be a strong antecedent of important internal organizational behavior outcomes.
This paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, ...feedback‐seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback‐seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance‐enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression‐management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.
Purpose The purpose of this study was to investigate career-related antecedents of graduates' anticipatory psychological contracts. Design/Methodology/Approach A survey was filled out by a sample of ...722 graduates addressing questions on career strategy, individual career management, work importance, and beliefs about employer and employee obligations. Findings Graduates with a high score on careerism, who are engaged in a high level of individual career management and with management ambitions, reported a higher level of employer obligations and a higher level of employee obligations related to flexibility and employability. Implications This study adds to the literature by addressing the initial stage of psychological contract formation, taking place in the anticipatory socialization stage. The obligations that are salient in graduates' pre-employment beliefs are likely to affect their psychological contracts after organizational entry. Moreover, depending on their career goals and other career-related factors, graduates approach their future employment relationship with different beliefs about what they should contribute and what they will receive in return. Employers may use these findings when working out recruitment strategies for young graduates. They also provide input for actively managing the expectations of new hires. Originality/Value Most studies on psychological contracts addressed the relationship between employees' psychological contract and subsequent attitudes and behaviors. Only recently scholars have started to address the topic of psychological contract formation. This study adds to this line of research by addressing the pre-employment stage. It also adds to the literature by addressing the relationship between career-related antecedents and psychological contracts.
This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of ...five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.
Feedback is information that tells a performer how well he or she is performing a task or progressing with respect to a goal ( Ashford & Cummings, 1983 ). Feedback plays two roles in goal setting ...processes ( Locke and Latham, 1990 ). First, feedback stimulates individuals to set subsequent goals for their performance. In this way, goal setting mediates the relationship between feedback and performance. Second, feedback is thought to interact with goals such that performance is improved most when both feedback and goals are present. In this way, feedback moderates the relationship between goal setting and performance. Following Locke and Latham (1990), we divide this updated literature review along these two lines. We retain most of the nomenclature of their original chapter, but we broaden our sense of feedback beyond simply knowledge of results (typically indicative of quantitative feedback) or one's performance to also consider feedback more generally, from that existing in the environment, that available from multiple sources, that which is ambiguous as well as clear-cut, and that which is qualitative as well as quantitative.
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