feedback seeking behavior
199756361
Feedback seeking behavior in second language writing: motivational mechanisms
Focused on the effects of different type of feedback on learners' written products, research on written corrective feedback (WCF) has cast second language writers as passive recipients rather than proactive agents in the feedback process. Revisiting the notion of WCF, this study introduces the notion of feedback seeking behavior (Ashford Cummings, 1983 to the field of second language writing and examines its motivational mechanisms using Dweck's 1999 theory of mindsets and an overarching cost value analysis framework (e.g. Ashford Cummings, 1983 Anseel et al. 2015 Questionnaire data were collected from 128 foreign language writers from a major public university in the United States. Multiple regression and mediation analyses showed that a growth language mindset predicted the value of feedback, which, in turn, was a strong predictor of both feedback monitoring and feedback inquiry. A fixed language mindset, on the other hand, predicted the cost of feedback seeking, which, in turn, negatively predicted feedback monitoring. The findings offer new venues for second language writing research and pedagogy.
Reading and Writing
Mostafa Papi Anna Vitalyevna Bondarenko Brenda Aromu Wawire Chen Jiang Shi-yao Zhou
219038581
Impact of Negative Feedback seeking Behavior on Innovative Behavior: Focusing on the Mediating Effect of Learning Goal Orientation Moderated by Coaching Leadership
This study was conducted to derive theoretical and practical implications in situations where innovation of the business is desperate in the face of the emergence of agile organizations and digital transformation. To do so, we tried to verify the correlation between negative feedback seeking behavior and innovative behavior and whether the learning goal orientation of these two variables has a moderated mediating effect by coaching leadership. It analyzed the collected questionnaire from 381 members working in domestic companies; SPSS 25.0, AMOS 25.0, and Process Macro 3.0 were used. The analysis result showed that the negative feedback seeking behavior had a positive effect on the learning goal orientation, and the leader's coaching leadership found to have a moderating effect between the negative feedback seeking behavior and the learning goal orientation. Learning goal orientation has been found to have a moderated mediating effect between negative feedback seeking behavior and innovative behavior. This study is significant in the sense that it reveals the process of how members seeking negative feedback in the organization could be led to innovative behavior and shows the necessity of organizational support for coaching leadership for the vitalization of innovative behavior. keyword |Negative Feedback Seeking Behavior|Learning Goal Orientation|Innovative Behavior|Coaching Leadership| jeobsuilja 2020nyeon 02weol 28il sujeongilja 2020nyeon 03weol 13il simsawanryoil 2020nyeon 03weol 13il gyosinjeoja osangjin, e mail sjoh@assist.ac.kr bujeongpideubaegcuguhaengdongi hyeogsinhaengdonge micineun yeonghyang: kocingrideosibe yihae jojeoldoen hagseubmogpyojihyangseongyi maegaehyogwa jungsimeuro 543
Kyungsook Kwon Sangjin Oh
151089674
Feedback Seeking Behavior in Language Learning: Basic Components and Motivational Antecedents
This study investigated the concept of corrective feedback in second language learning as a learning resource, recasting it as feedback seeking behavior. Dweck's (1999) mindsets, Korn and Elliot's (2016) achievement goals, and Ashford's (1986) model of feedback seeking behavior were re operationalized in the context of language learning. Questionnaire data from 287 college students studying foreign languages in the United States confirmed that learners make calculated decisions regarding whether to seek feedback, by what method, and from what source, based on their own perceptions of the costs and values associated with different feedback seeking strategies, which are, in turn, largely predicted by the learners? language mindsets and achievement goals. Learners with a growth language mindset and development approach goals sought feedback using both monitoring and inquiry methods and from teachers and others. Learners with a fixed language mindset and demonstration goals sought feedback only by method of inquiry but from different sources depending on the valence (approach vs. avoidance) of their goals.
Mostafa Papi Angel Rios Hunter Pelt Esra Ozdemir
58925987
How Are We Doing After 30 Years? A Meta Analytic Review of the Antecedents and Outcomes of Feedback Seeking Behavior
This study provides meta analytic estimates of the antecedents and consequences of feedback seeking 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 systematic and integrative effort examining antecedents of both feedback seeking strategies on the basis of a self motives framework, (b) adopting a process perspective of feedback seeking interactions, and (c) taking the iterative nature of feedback into account.
Frederik Anseel Adam S Beatty Winny Shen Filip Lievens Paul R Sackett
210567000
How does abusive supervision restrict employees' feedback seeking behavior?
Purpose The purpose of this paper is to explore the restrictive effect of abusive supervision on employees' feedback seeking behavior (FSB) through organizational based self esteem (OBSE) and the moderation of this mediation by leader member exchange (LMX) Design/methodology/approach This study conducted hierarchical regression and path analysis to analyze the 312 manager employee dyads data gathered from five companies in China. Findings The authors found that abusive supervision had a detrimental effect on employee FSB, partially through OBSE, and that both the direct and indirect effects were moderated by LMX. Practical implications Organizations should seek to inhibit supervisors' abusive behavior in the workplace. Supervisors should not occasionally mistreat subordinates with whom they have a good relationship. Originality/value This study reveals the underlying influence mechanism of abusive supervision on employee FSB using the self concept theory and suggests that OBSE is critical in determining how abusive supervision influences employee FSB. Furthermore, LMX quality (especially high LMX) moderates the above mediation.
Journal of Managerial Psychology
Chuangang Shen Jing Yang Peixu He Yenchun Jim Wu
173995974
Signaling trustworthiness: The effect of leader humor on feedback seeking behavior
ABSTRACT Given its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback seeking behavior via its influence on subordinates' affect based and cognition based trust in the leader.
The Journal of social psychology
Leonard Karakowsky Mark Podolsky Arvind Elangovan
151223132
Multilevel social predictors of employee feedback seeking behavior: A cost benefit perspective
In this study, we examined the two distinct dimensions of feedback seeking behavior (FSB) namely, feedback seeking frequency and feedback seeking breadth. We focused on work team properties and team members' social characteristics, and identified the multilevel social contextual predictors for each FSB dimension in an organizational team setting. Participants were 187 employees in 45 work teams in various industries in South Korea. Results show that feedback seeking frequency was significantly positively related to three individual or team characteristics (i.e. emotional competence, team reflexivity, and task interdependence) but feedback seeking breadth was significantly positively related to only one dimension, team reflexivity. Our findings provide an understanding of the multilevel emergent process of FSB in work teams, and the impact of the multilevel antecedents on the two FSB dimensions. Theoretical and practical implications are discussed.
Social Behavior and Personality: an international journal
Sun Young Sung Young Won Rhee Jae Eun Lee Jin Nam Choi Hye Jung Yoon
182895636
A Dynamic Model of the Effects of Feedback Seeking Behavior and Organizational Commitment on Newcomer Turnover
Theory and conventional wisdom suggest that progressive reduction of feedback seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers' social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1, N 158; Study 2, N 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.
Journal of Management
Christian Vandenberghe Guylaine Landry Kathleen Bentein Frederik Anseel Karim Mignonac Patrice Roussel
213093298
Inclusive Leadership and Creative Performance The Role of Psychological Safety, Feedback Seeking Behavior, and Power Distance
Mikyoung Kim
213005005
The Impact of Job Performance on Trust to Master and Feedback Seeking Behavior in Tourism Business
Journal of MICE Tourism Research