The power of peers: Antecedents and outcomes of peer feedback seeking behavior

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.