Correlates and Consequences of Feedback Orientation in Organizations

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.

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