The Role of the Feedback Environment in Self-Development

Abstract

Many organizations have moved away from taking sole responsibility for employee development. Instead, they offer a variety of developmental opportunities, place the impetus on employees to take advantage of these opportunities, and encourage them to seek out other developmental activities when needed. This trend highlights both the importance of employees taking responsibility to engage in self-development efforts as well as the need to investigate factors that predict such self-development. In this chapter, the authors take the stance that supervisors play a key role in facilitating self-development of employees and, in particular, argue that a favorable supervisor feedback environment can empower employees to engage in self-development efforts. To set a foundation for this discussion, the authors begin by defining self-development and differentiating it from similar constructs. Subsequently, they define the feedback environment and outline the existing research in this area. They then bridge these two areas of literature and discuss how the feedback environment relates to the self-development of employees, highlighting a few key theoretical and empirical works supporting this relationship along the way. Finally, the authors offer practical implications for organizations as well as numerous future research directions for scholars.

Transformational leadership promoting employees' informal learning and job involvement: the moderating role of self-efficacy

“…The role of informal learning The role of informal learning has grown in importance as organizations have moved away from taking the entire responsibility for employee development (Cerasoli et al, 2018). Individuals take personal responsibility to engage in informal learning activities (Drawbaugh et al, 2020). TL is described as a process in which the leader acts as an idealized role model, stimulates employee initiatives, provides inspirational motivation and supports employees in achieving personal and organizational goals (Bass and Avolio, 1997;Suifan et al, 2018).…”

“…, 2018). Individuals take personal responsibility to engage in informal learning activities (Drawbaugh et al. , 2020).…”

The Influence of Political Skill on Emotional Labor and Turnover Intention. (c2022)

“…This scale has been used by several researchers such as Chang, Ferris, Johnson, Rosen, and Tan (2012); Gabriel, Frantz, Levy, and Hilliard (2014); Naidoo (2018); Drawbaugh, Gianelloni, and Levy (2021). For example, Naidoo (2018) reported a Cronbach's alpha value of 0.924, indicating the scale's internal consistency.…”