Correlates and Consequences of Feedback Orientation in Organizations

Dahling, James J.; Chau, Samantha Le; O'Malley, Allison L.

doi:10.1177/0149206310375467

Cited by 93 publications

(95 citation statements)

References 44 publications

(89 reference statements)

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“…Another viable strategy might be to focus on one specific dimension of FSB and to draw conclusions regarding this dimension only. In recent years, the field seems to be moving in line with this last recommendation as feedback-seeking research has extensively focused on inquiry as the focal variable, thereby neglecting feedback monitoring to some extent (e.g., Dahling, Chau, & O'Malley, 2012;Lam, Huang, & Snape, 2007;Linderbaum & Levy, 2010).…”

Section: Discussionmentioning

confidence: 99%

How Are We Doing After 30 Years? A Meta-Analytic Review of the Antecedents and Outcomes of Feedback-Seeking Behavior

Anseel

Beatty

Shen

et al. 2013

Journal of Management

375

488

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This study provides meta-analytic estimates of the antecedents and consequences of feedbackseeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a 2013 Acknowledgments: We would like to thank Paul E. Levy for his valuable comments on a previous version of this article. Authors marked with an asterisk contributed equally; authorship was determined alphabetically. Winny Shen is now at the Department of Psychology, University of South Florida.

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Section: Discussionmentioning

confidence: 99%

How Are We Doing After 30 Years? A Meta-Analytic Review of the Antecedents and Outcomes of Feedback-Seeking Behavior

Anseel

Beatty

Shen

et al. 2013

Journal of Management

375

488

View full text Add to dashboard Cite

show abstract

“…The four dimensions of the FOS include (a) utility (the belief that feedback is useful in achieving goals), (b) accountability (feeling obligated to react to and follow up on feedback), (c) social awareness (the tendency to use feedback to be aware of others' views of oneself), and (d) feedback self-efficacy (perceived competence in interpreting and responding to feedback). Linderbaum and Levy along with Dahling et al (2012) demonstrated that feedback orientation is positively correlated with individual difference variables as well as workrelated outcomes. Although these initial studies provide some support for the FOS's validity, further research is needed to better understand its construct and criterion-related validity.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Validating the Feedback Orientation Scale in a Leadership Development Context

Braddy

Sturm

Atwater

et al. 2013

Group & Organization Management

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Feedback orientation is an individual difference variable that represents individuals' receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle-to senior-level leaders. Our results support the FOS's convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS's criterion-related validity, as it was correlated with participants' reactions to their 360-degree feedback. Participants' feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions.

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“…Examples of diverse feedbacks include pituitary gland function (Hill and Tasker 2012), predator-prey cycles (Tirok et al 2011), and the stock market (Betton et al 2014). In fact, feedbacks are a part of many different disciplines such as electrical engineering (Vijay et al 2012), biology (Pokhilko et al 2012), computer science (Brun et al 2009), finance (Betton et al 2014), political science (Hermann 2012), management (Dahling et al 2012), and education (Boud and Molloy 2013).…”

Section: Introductionmentioning

confidence: 99%

Synthesis of human-nature feedbacks

Hull¹,

Tuanmu²,

Liu³

2015

E&S

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ABSTRACT. In today's globalized world, humans and nature are inextricably linked. The coupled human and natural systems (CHANS) framework provides a lens with which to understand such complex interactions. One of the central components of the CHANS framework involves examining feedbacks among human and natural systems, which form when effects from one system on another system feed back to affect the first system. Despite developments in understanding feedbacks in single disciplines, interdisciplinary research on CHANS feedbacks to date is scant and often site-specific, a shortcoming that prevents complex coupled systems from being fully understood. The special feature "Exploring Feedbacks in Coupled Human and Natural Systems (CHANS)" makes strides to fill this critical gap. Here, as an introduction to the special feature, we provide an overview of CHANS feedbacks. In addition, we synthesize key CHANS feedbacks that emerged in the papers of this special feature across agricultural, forest, and urban landscapes. We also examine emerging themes explored across the papers, including multilevel feedbacks, time lags, and surprises as a result of feedbacks. We conclude with recommendations for future research that can build upon the foundation provided in the special feature.

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Correlates and Consequences of Feedback Orientation in Organizations

Cited by 93 publications

References 44 publications

How Are We Doing After 30 Years? A Meta-Analytic Review of the Antecedents and Outcomes of Feedback-Seeking Behavior

How Are We Doing After 30 Years? A Meta-Analytic Review of the Antecedents and Outcomes of Feedback-Seeking Behavior

Validating the Feedback Orientation Scale in a Leadership Development Context

Synthesis of human-nature feedbacks

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