• Negatieve feedback leidt zelden tot verbetering

      Van Steerthem, Angie (HR Magazine, 2019)
      Kritische beoordelingen van collega's zetten medewerkers ertoe aan hun rol aan te passen, zodat ze meer kunnen samenwerken met wie hen positievere beoordelingen geeft. Hoe negatiever de feedback, hoe verder de werknemers gaan om nieuwe netwerken te smeden. Dat blijkt uit onderzoek van Paul Green, doctoraatsstudent aan de Harvard Business School en twee van zijn collega’s. Het onderzoek werd onder meer gevoerd in een bedrijf dat een transparant peerreviewproces hanteert en de medewerkers toelaat hun job voor een stuk zelf vorm te geven.
    • Shaping environments conducive to creativity: The role of feedback, autonomy , and self-concordance

      Davidson, Tina; De Stobbeleir, Katleen (2011)
      This study examines how employees’ perceptions of their feedback environment affect their level of creativity. The analysis of a sample of 482 supervisor-employee dyads demonstrates that employees who perceive a supportive coworker and supervisor feedback climate are more creative, and that employees’ autonomy in how they approach their work is a relevant moderator of the feedback environment’s effects. Results further show that employees’ level of self-concordance, i.e., the degree to which they internalize their work goals and consider these goals as an expression of their authentic interests and values, is one underlying mechanism explaining why perceptions of a favorable feedback environment affect employee creativity, independently and interactively with autonomy. These results highlight the importance of the general feedback environment and employee autonomy for creative performance, and identify self-concordance as a key mechanism underlying these effects.
    • Stimulating the drive to drive green: A longitudinal experiment on socially comparative vs. individual digital eco-driving feedback

      Vanpaemel, Pieter; Weijters, Bert; Goedertier, Frank (2019)
      In the global fight against climate change, eco-driving could contribute to the reduction of CO2 emissions. Recommendations on how to drive more ecologically abound, but drivers may fail to implement them as they experience difficulties monitoring their own behaviour. Digital feedback systems can help. In a longitudinal experiment, we communicate eco-driving recommendations to a sample of drivers (N = 412). Over a seven week time frame (in addition to a 13-week pre-experimental baseline easurement), we test whether digital feedback using an eco-score index further improves eco-driving. We experimentally evaluate whether adding a competitive component to the feedback further impacts eco-driving, testing different types of socially comparative feedback. Our results show that competitive feedback may help reduce speeding (but not other aspects of eco-driving), respective of the type of social comparison provided, suggesting that possibly the competitive mind-set as such (rather than the specific information conveyed) triggers the partial eco-driving improvement.
    • Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance

      Ashford, Susan; Wellman, Ned; de Luque, Mary Sully; De Stobbeleir, Katleen; Wollan, Melody (Journal of Organizational Behavior, 2018)
      Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
    • Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure

      Sijbom, R.B.L.; Anseel, Frederik; Crommelinck, Michiel; De Beuckelaer, Alain; De Stobbeleir, Katleen (Journal of Organizational Behavior, 2018)
      We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self-reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor-rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.