The Power of Peers: Antecedents and Outcomes of Peer Feedback Seeking Behavior.
De Stobbeleir, Katleen Ashford, Susan J
De Stobbeleir, Katleen
Ashford, Susan J
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Publication Type
Conference Proceeding
Editor
Supervisor
Publication Year
2014-01
Journal
Academy of Management Annual Meeting Proceedings
Book
Academy of Management Proceedings
Publication Volume
2014
Publication Issue
1
Publication Begin page
1058
Publication End page
1063
Publication Number of pages
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Abstract
This study examines the conditions that prompt the seeking feedback from one's peers and enhance the value of that activity. Specifically, we propose that compared to conditions of low task interdependence, when tasks are interdependent, individuals are both more motivated to seek peer feedback and that feedback increases their contributions to their team and enhances the likelihood of being rewarded for those contributions. In a sample of 224 employee-supervisor dyads, results show that task interdependence increases employees’ tendency to seek feedback from peers and that this relationship is moderated by psychological safety, such that task interdependence will result in more peer inquiry when employees perceive their working environment as psychologically safe. Finally, results show that employees who seek more peer feedback are perceived by their bosses as better contributors, creating greater intentions to consider them for rewards based on these contributions.
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Keywords
People Management & Leadership