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dc.contributor.authorDe Stobbeleir, Katleen
dc.contributor.authorAshford, Susan
dc.contributor.authorBuyens, Dirk
dc.date.accessioned2017-12-02T14:32:17Z
dc.date.available2017-12-02T14:32:17Z
dc.date.issued2008
dc.identifier.urihttp://hdl.handle.net/20.500.12127/2943
dc.description.abstractUsing a sample of 456 supervisor-employee dyads from 4 organizations, this study examined how employees use feedback seeking as a self-regulation strategy to manage their creative performance. As hypothesized, employees’ cognitive style and perceived organizational support for creativity affected two patterns of their feedback seeking, i.e. their tendency to inquire for feedback from various sources and their propensity to monitor their environment for indirect feedback cues. Feedback inquiry from various sources further related to supervisor ratings of employee creative performance. These results highlight the importance of studying employees’ self-regulatory behaviors in the creative process and support the proposition that feedback seeking is not only a strategy that facilitates individual adaptation, but also an individual resource that can help individuals to achieve creative outcomes.
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.subjectSelf-Regulation
dc.subjectFeedback-Seeking Behavior
dc.subjectEmployee Creativity
dc.subjectCognitive Style
dc.subjectPerceived Organizational Support for Creativity
dc.titleFrom trait and context to creativity at work: feedback-seeking behavior as a self-regulation strategy for creative performance
refterms.dateFOA2019-10-14T12:44:42Z
dc.source.issue14
dc.source.numberofpages43
vlerick.knowledgedomainPeople Management & Leadership
vlerick.supervisor
vlerick.typecommWorking paper
vlerick.vlerickdepartmentP&O
dc.identifier.vperid140336
dc.identifier.vperid35842
dc.identifier.vperid64179
dc.identifier.vpubid3365


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