feedback seeking
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2022 ◽  
Vol 4 (1) ◽  
Author(s):  
Vicki Hayes ◽  
Robert Bing-You ◽  
Tamara Palka ◽  
Marybeth D Ford ◽  
Robert Trowbridge

2021 ◽  
pp. 133-139
Author(s):  
Anatolii Levytskyi ◽  
Oxana Vygovska ◽  
Iryna Benzar ◽  
Dmytro Golovatiuk

The article is aimed at studying medical students’ reflective strategies for learning the Pediatric Surgery course at medical university. We used a modified version of the Motivated Strategies for Learning questionnaire (Soemantri et al., 2018), which has four subscales: self-orientation, critical thinking, self-regulation, and feedback seeking. The self-orientation component deals with students’ perceptions on their self-efficacy and internal motivation. The participants were fourty-six 5-th year medical students from the Bogomolets National Medical University, Kyiv, Ukraine. The survey was held in May 2021 when the students finished their spring semester in the online mode. We observed the prevalence of high and moderate levels in all the variables, but the indicators of Feedback seeking are lower which can be explained by the specificities of online learning. The authors propose methodological recommendations for educators how to create an environment for reflective learning to develop students’ reflective skills and employ alternative assessment strategies in the classroom.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rayees Farooq ◽  
Nachiketa Tripathi

Purpose This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance. Design/methodology/approach A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression. Findings The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing. Originality/value The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sheldon Carvalho ◽  
Fallan Kirby Carvalho ◽  
Charles Carvalho

Purpose Scholars in the feedback seeking domain have predominantly focused on subordinate feedback seeking. The authors still know very little about feedback seeking when the leader is the “seeker” and subordinates are the “targets” of such seeking. This paper aims to develop a theoretical framework that explores the potential benefits and costs of leader feedback seeking, specifically, leader feedback inquiry for subordinates. Design/methodology/approach The authors draw upon the transactional theory of stress to propose a framework in which leader feedback inquiry influences two subordinate behaviors (in-role and proactive skill development behaviors) via appraisal processes (challenge and threat appraisals). With insights from regulatory focus theory, the authors propose that individual characteristics, namely, the regulatory focus of subordinates (promotion and prevention focus), determine the appraisals of leader feedback inquiry, subsequently influencing subordinate behavioral outcomes. Findings The authors contend that leader feedback inquiry can be appraised as a challenge which then produces beneficial subordinate behaviors (i.e. higher in-role and proactive skill development behaviors). However, leader feedback inquiry can also be appraised as a threat which then elicits detrimental subordinate behaviors (i.e. lower in-role and proactive skill development behaviors). The authors then argue that subordinates with a high promotion focus appraise leader feedback inquiry as challenging, thereby enabling beneficial behaviors. Subordinates with a high prevention focus, by contrast, appraise leader feedback inquiry as threatening, thereby prompting detrimental behaviors. Originality/value The authors shed light on the benefits and costs of leader feedback seeking for subordinates. The resulting framework underlines the importance of including individual characteristics and cognitive appraisal processes in research investigating the effects of leader feedback inquiry on subordinate outcomes.


2021 ◽  
Vol 13 (23) ◽  
pp. 13417
Author(s):  
Wei Zhang ◽  
Xuejun Wang ◽  
Dingnan Xie

Amid the growth of COVID-19 pandemic, SMEs are facing greater uncertainties and pressures to survive because even though they are efficiently managed, their human resource organizations lack a large number of resources and a well-developed training system to foster the sustainable development of employees. Employees are important assets of the company, and their continuous growth and development are keys to the survival of the company. In this context, the individual worker’s assessment of his or her job role and how the assessments drive the employee to exhibit an appropriate proactive work behavior are particularly important. Previous research has typically focused on how organizations and leaders perceive employees but has rarely explored employees’ own implicit followership cognitive states. This study integrates the traits of positive implicit followership of employees, namely, industry trait, enthusiasm trait, and good citizen trait, with perceived supervisor support (PSS) and feedback-seeking behavior (FSB) into one research framework. In this study, 207 valid questionnaires were collected by using offline convenience sampling, and structural equation modeling (SEM) analysis was conducted. The results show that employees’ industry traits directly and positively influence FSB, while enthusiasm traits and good citizen traits have no direct effect on promoting FSB. In addition, industry trait, enthusiasm trait, and good citizen trait significantly and positively influence PSS, with good citizen trait having the greatest positive effect on PSS. Furthermore, PSS has a significant positive effect on FSB. Finally, PSS was found to mediate between industry traits and FSB. Corresponding to the results of the study, the actions shaping employees’ positive implicit followership cognition and forming a good supportive atmosphere to promote employees’ performance of more feedback-seeking behaviors are recommended.


2021 ◽  
Vol 12 ◽  
Author(s):  
Dong Qin ◽  
Yan Xu ◽  
Chaoping Li ◽  
Xue Meng

Drawing upon social information processing theory, we propose that moqi with supervisors mediates the relationship between servant leadership and follower feedback-seeking behavior. Subordinates’ traditionality plays a moderating role in this process. A total of 440 Chinese working adults responded to the two-wave questionnaire survey in paper and pencil forms. Correlation analyses, mediation analysis, and moderated mediation analysis was performed through R and SPSS PROCESS Macro. The results revealed that servant leadership positively correlates with followers’ feedback-seeking behavior via moqi with supervisors. Moreover, these indirect effects of servant leadership were moderated by traditionality, such that servant leadership had weaker relations with feedback-seeking behavior when traditionality was higher (vs. lower). Theoretical contributions and practical implications, limitations and suggestions for further study were discussed.


2021 ◽  
Vol 49 (11) ◽  
pp. 1-8
Author(s):  
Hsiao-Yen Mao

I investigated the relationship between subordinates' performanceprove goal orientation and their perception of abusive supervision, and examined whether feedback-seeking behavior toward supervisors mediated this link. I collected data using a three-wave survey of 173 employees who were working in a variety of occupations in Taiwan. Empirical results indicate that when subordinates had a performanceprove goal orientation, their perception of abusive supervision was partially decreased through their feedback-seeking behavior toward supervisors. Specifically, those employees with a higher (vs. lower) performance-prove goal orientation sought more feedback from supervisors and, thus, perceived abusive supervision to a lesser degree. These findings contribute to the literature on the antecedents of abusive supervision in terms of subordinate-related factors. Managerial implications are proposed to enable employees to be aware of how their job performance is understood and viewed by their supervisors.


Author(s):  
John Luckoski ◽  
Angela Thelen ◽  
Dylan Russell ◽  
Brian George ◽  
Andrew Krumm

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