Toward a Goal Orientation–Based Feedback-Seeking Typology

Gong, Yaping; Wang, Mo; Huang, Jia‐Chi; Cheung, Siu Yin

doi:10.1177/0149206314551797

Cited by 81 publications

(39 citation statements)

References 53 publications

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“…Our findings advance Whitaker et al (2007) work by revealing that feedback-seeking behavior cannot only improve employees’ in-role performance (i.e., task performance) but also enhance their extra-role performance (i.e., taking charge and voice). Our findings concerning the relationship between feedback-seeking and taking charge and voice also extends current knowledge of the consequences of feedback-seeking ( Whitaker and Levy, 2012 ; Ashford et al, 2016 ; Gong et al, 2017 ). Additionally, previous scholars have identified three types of proactive behaviors and call for future researchers to investigate the relationships between different proactive behaviors ( Parker and Collins, 2010 ).…”

Section: Discussionsupporting

confidence: 83%

Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking

et al. 2018

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Drawing upon social exchange theory, the present study focuses on the role of feedback-seeking in linking empowering leadership to task performance, taking charge, and voice. We tested the hypothesized model using data from a sample of 32 supervisors and 197 their immediate subordinates. Performing CFA, SEM, and bootstrapping, the results revealed that: (1) empowering leadership was positively associated with followers’ feedback-seeking; (2) employees’ feedback-seeking was positively correlated with task performance, taking charge, and voice; and (3) employees’ feedback-seeking mediated the positive relationships between empowering leadership and task performance, taking charge, and voice. We make conclusions by discussing the theoretical and practical implications of these findings, alongside a discussion of the present limitations and directions for future studies.

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Section: Discussionsupporting

confidence: 83%

Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking

et al. 2018

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“…In the following sections, we focus on knowledge hiding as a type of interpersonal behavior toward group members, given that this action is recognized as a useful strategy for outperforming others and as critical to one's creativity (Černe, Nerstad, Dysvik, & Škerlavaj, 2014). We examine the focus of performance feedback (individual-and group-focused), which plays an important role in goal orientation theory (Gong, Wang, Huang, & Cheung, 2017;VandeWalle, Cron, & Slocum, 2001), as a moderator for the relationship between performance-prove goal orientation and knowledge hiding.…”

Section: Introductionmentioning

confidence: 99%

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Zhu

Chen²,

Wang

et al. 2019

J Organ Behavior

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Summary Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.

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“…Feedback-seeking behaviors refer to the proactive actions of employees to ascertain whether they have met or failed performance standards (Lam et al, 2017). There are “four types of feedback seeking about self and others (i.e., self-positive, self-negative, other-positive, and other-negative) based on their foci (i.e., self or peers) and nature (i.e., positive or negative)” (Gong et al, 2017: 1234).…”

Section: Discussionmentioning

confidence: 99%

The role of performance feedback consistency in aspiration level adaptation: Evidence from a European grocery retailer

Konduk

2019

Journal of General Management

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This study investigates whether and how the impact of drivers of aspiration levels changes across the cases of consistent and inconsistent performance feedback within the context of a retailer. Analysis of internal corporate data shows that while past aspiration level and performance–aspiration gap positively influence the current aspiration level in the case of inconsistent feedback, performance feedback consistency changes only the impact of performance relative to peers. This study replicates past research in a different industry and country due to limited empirical evidence, introduces real-world complexity into aspiration theory, pinpoints performance–aspiration gap as the primary performance feedback, introduces a new sign for the impact of performance relative to peers, and reconciles its previously detected mixed impact. The findings suggest that organizational attention has an inward focus in the case of inconsistent feedback. The results also point out that leaders can trigger change through a performance outcome that lags behind the corresponding aspiration level rather than the performance of peers and eventually move their organizations toward high performance targets by starting with feasible rather than stretch goals.

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Toward a Goal Orientation–Based Feedback-Seeking Typology

Cited by 81 publications

References 53 publications

Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking

Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

The role of performance feedback consistency in aspiration level adaptation: Evidence from a European grocery retailer

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