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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

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  • K. E. M. DE STOBBELEIR
  • S. J. ASHFORD
  • M. F. SULLY DE LUQUE

Abstract

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.

Suggested Citation

  • K. E. M. De Stobbeleir & S. J. Ashford & M. F. Sully De Luque, 2008. "How is Feedback-Seeking Behavior Interpreted? The Influence of Feedback-Seeking Pattern and Feedback Source’s Characteristics on Impression Formation and Performance Evaluations," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/530, Ghent University, Faculty of Economics and Business Administration.
    • Handle: RePEc:rug:rugwps:08/530
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    References listed on IDEAS

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    1. Ashford, Susan J. & Northcraft, Gregory B., 1992. "Conveying more (or less) than we realize: The role of impression-management in feedback-seeking," Organizational Behavior and Human Decision Processes, Elsevier, vol. 53(3), pages 310-334, December.
    2. Fedor, Donald B. & Eder, Robert W. & Buckley, M. Ronald, 1989. "The contributory effects of supervisor intentions on subordinate feedback responses," Organizational Behavior and Human Decision Processes, Elsevier, vol. 44(3), pages 396-414, December.
    3. Northcraft, Gregory B. & Ashford, Susan J., 1990. "The preservation of self in everyday life: The effects of performance expectations and feedback context on feedback inquiry," Organizational Behavior and Human Decision Processes, Elsevier, vol. 47(1), pages 42-64, October.
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