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People do not simply wait around for the annual performance review to figure out how they are doing in organizations. Rather, they seek feedback in 2 ways: hey may read others’ actions and body language and infer a message and hey also sometimes explicitly ask others for feedback. We have studied what makes people do more or less of this, how others read these actions (does it creative a negative or positive impression) and what outcomes it predicts. Feedback seeking is a fascinating process because it involves seeking information that might hurt (our egos) but is so useful in adapting to an environment and leading well; it is prone to individual error as we read messages incorrectly based on our prior beliefs or cultural cues; and it can be an integral part of living out a growth mindset. People doing tasks that are subjectively evaluated (like leading), especially need to seek feedback to grow and to be effective.
Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers. Human Relations, 2019
Two Roads to Effectiveness: CEO Feedback Seeking, Vision Articulation, and Firm Performance. Journal of Organizational Behavior, 2017.
To Seek or Not to Seek, is That the Only Question? The Annual Review of Organizational Psychology and Organizational Behavior, 2016.
Proactive Feedback Seeking: The Power of Seeing Yourself as Other See You. Chapter 31, 2013.
Feedback, goal-setting and task performance revisited. In Locke, E. & Latham, G. (eds.) New Developments in Goal Setting and Task Performance. 2013.
Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance. Academy of Management Journal, 2011.
Feedback and the Rationing of Time and Effort Among Competing Tasks. Journal of Applied Psychology, 2011.
Proactivity with Image in Mind: How Employee and Manager Characteristics Affect Evaluations of Proactive Behaviors. Journal of Occupational and Organizational Psychology, 2010.
Robbing Peter to pay Paul: Feedback Environments and Enacted Priorities in Response to Competing Task Demands. Human Resource Management Review, 2003.
Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations. Journal of Management, 2003.
Dealing with Discrepant Expectations: Response Strategies and Managerial Effectiveness. Academy of Management Journal, 1995.
Adaptive Self-regulation: A Process View of Managerial Effectiveness. Journal of Management, 1994.
The Feedback Environment: An Exploratory Study of Cue Use. Journal of Organizational Behavior, 1993.
Conveying More (or Less) Than We Realize: The Role of Impression-Management in Feedback-Seeking. Organizational Behavior and Human Decision Processes, 1992.
Self-Regulation for Managerial Effectiveness: The Role of Active Feedback Seeking. Academy of Management Journal, 1991.
Reactions to Demographic Diversity: Similarity-Attraction or Self-Regulation. Academy of Management Proceedings, 1991.
The Effects of Tolerance for Ambiguity on Feedback-Seeking Behavior. Journal of Occupational Psychology, 1990.
The Preservation of Self in Everyday Life: The Effects of Performance Expectations and Feedback Context on Feedback Inquiry. Organizational Behavior and Human Decision Processes, 1990.
Self-Assessments in Organizations: A Literature Review and Integrative Model. Research in Organizational Behavior, 1989.
Individual Strategies for Coping with Stress during Organizational Transitions. The Journal of Applied Behavioral Science, 1988.
Feedback-Seeking in Individual Adaptation: A Resource Perspective. Academy of Management Journal, 1986.
Feedback Obstruction: The Influence of the Information Environment on Employee Turnover Intentions. Human Relations, 1985.
Proactive Feedback Seeking: The Instrumental Use of the Information Environment. Journal of Occupational Psychology, 58, 67-79, 1985.
Feedback as an Individual Resource: Personal Strategies of Creating Information. Organizational Behavior and Human Performance, 1983.
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