Correlates and Consequences of Feedback Orientation in Organizations
Document Type
Article
Publication Date
2012
Publication Title
Journal of Management
First Page
531
Last Page
546
DOI
http://dx.doi.org/10.1177/0149206310375467
Abstract
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.
Rights
The version of record can be found through SAGE Journals.
Recommended Citation
Dahling, J. J., Chau, S. L., & O’Malley, A. (2012). Correlates and consequences of feedback orientation in organizations. Journal of Management, 38, 531-546.