Hoe interpreteren leidinggevenden het feedback-zoekende gedrag van hun medewerkers?

Translated title of the contribution: In the eye of the beholder: How is feedback seeking behaviour interpreted in organisations?

Katleen E.M. de Stobbeleir, Susan J. Ashford, Mary F.Sully de Luque, Dirk Buyens

Research output: Contribution to journalArticle


This study examined how the pattern of feedback seeking affects how feedbackseeking behaviour is evaluated in organisations. Controlling for the performance history of the feedback seeker, we studied how the type of the sought feedback (strengths versus weaknesses) and the frequency of seeking (frequent versus occasional) affect targets' impressions of feedback seekers and their seeking. We also assessed how the targets' implicit person theory and their attributions for feedback seeking affect the relationship between feedback-seeking behaviour and targets' impressions. Results show that targets' attributions for feedback seeking are one of the underlying mechanisms for why feedback seeking behaviour affects important individual outcomes in organizations and that the targets' implicit person theory is a relevant moderator of these effects.

Original languageDutch
Pages (from-to)23-40
Number of pages18
JournalGedrag en Organisatie
Issue number1
StatePublished - Mar 1 2009



  • Attribution processes
  • Feedback
  • Feedback seeking
  • Performance appraisal
  • Scenario study

ASJC Scopus subject areas

  • Social Psychology
  • Strategy and Management
  • Organizational Behavior and Human Resource Management

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