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Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance

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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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Paper provided by Ghent University, Faculty of Economics and Business Administration in its series Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium with number 08/533.

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Length: 47 pages
Date of creation: Sep 2008
Handle: RePEc:rug:rugwps:08/533
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  1. K. E. M. De Stobbeleir & S. J. Ashford & D. Buyens, 2008. "The Feedback-Seeker in his Social Labyrinth: The mediating role of goals and cooperative norms in linking empowering leadership to feedback-seeking behavior," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/534, Ghent University, Faculty of Economics and Business Administration.
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