Igniting work innovation: performance pressure, extraversion, feedback seeking and innovative behavior

Abstract

PurposeThis study investigates how performance pressure affects feedback-seeking and innovative work behaviors. The study also examines the effect of extraversion on the performance pressure–FSB relationship.Design/methodology/approachThe hypotheses in this study were tested by analyzing two-wave data collected from a sample of employees in the information technology sector in India using the PLS-SEM approach.FindingsOur findings revealed that individuals possessing extraverted personality traits exhibited a positive response to performance pressure, thereby enhancing their FSB. Moreover, our results demonstrated that FSB mediates the relationship between performance pressure and IWB.Research limitations/implicationsThe results underscore the importance of individual variations in personality traits, particularly extraversion, in influencing how employees respond to performance pressure. By providing insights into the mediating mechanism of feedback-seeking behavior, our study contributes to a deeper understanding of the interplay between performance pressure, feedback-seeking behavior and innovative work behavior.Practical implicationsManagers should consider extraversion as a factor in the relationship between performance pressure and FSB, adapting strategies and support systems accordingly. Creating a feedback-oriented culture and providing resources for extroverts during high-pressure periods can enhance their coping mechanisms.Originality/valuePrevious research has provided a limited exploration of the mechanisms that establish the connection between job demands and innovative work behaviors. This study contributes by uncovering the previously unexplored relationship between performance pressure, extraversion, feedback-seeking behavior and, subsequently, innovative work behavior.