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The purpose of this study is to examine the direct effect of paternalistic leadership on the employee’s feedback orientation in the Egyptian public sector. It also investigates the mediating effect of the employee’s workplace well-being on the relationship between paternalistic leadership and feedback orientation.

The study uses a questionnaire that consists of measures adopted from existing and tested scales. A mediation analysis is conducted using structure equation modelling to examine the hypothesized relationships.

The findings reveal that paternalistic leadership is positively associated with feedback utility, accountability, awareness and self-efficacy. Moreover, the employee’s workplace well-being significantly mediates the proposed relationship between paternalistic leadership and the aforementioned dimensions of feedback orientation.

The relationship between paternalistic leadership and feedback orientation has received an extremely limited academic attention. This study hypothesizes a mediation model which investigates the leadership, well-being and feedback associations in the traditionally under-researched Egyptian context.

Drawing on the perspective of trust and individual differences, this study developed and tested a model to identify the effect of leaders' demonstrated humility on employees' feedback-seeking processes. Specifically, it examined the role of feedback orientation and employees' trust in supervisors in the way humble leadership affects employees' feedback-seeking behavior (FSB).

The moderated mediation model was tested using matched surveys from 175 Chinese employees and their direct supervisors from various organizations.

The results revealed that humble leadership could predict employees' FSB through supervisor trust. Moreover, feedback orientation not only moderated the relationship between supervisor trust and employees' FSB but also moderated the indirect effect of humble leadership on employees' FSB via supervisor trust.

These findings can provide guidance to corporate organizations on how to motivate employees to actively seek feedback to improve their job performance.

The purpose of this paper is to explore the ways a manager in a coaching role may influence employees to embrace a learning orientation based upon the growth mindset. Conceptual in nature, this paper uses recent research, interpretations, explanations and suggestions to propose how manager-as-coach can informally and formally apply basic interventions to assist employee learning and change.

Based upon a review of relevant literature of theory and practice using several search tools, the authors have isolated a few critical areas to explore to include role of the coach, performance appraisal – the stimulus for manager-as-coach interaction with an employee, feedback orientation and environment, the growth mindset and learning orientation and the dynamics of self-regulated learning. Information from these areas is integrated to inform practitioners of approaches to take in a manager-as-coach role.

Included for each of the main segments presented are specific, practitioner “Commitment advice/action agendas” for manager-as-coach to stimulate and guide employee learning. These agendas contribute sound, practical information to the body of information concerned with manager-as-coach.

A contribution this work makes is to propose how learning orientation and the growth mindset are intertwined to the extent they assist the manager-as-coach supply the motivational support for employee learning. The resultant learning may lead to one or more of: improved work performance, individual development, attitudes toward learning and increased employee commitment or engagement.

Literature on the services industry's front‐line employees has largely focused on the relationships between service providers and customers. However, there is increasing approbation that managers influence the front‐line employees' motivation, ultimately impacting service quality. This study investigates the relationship between front‐line employees' perceived managerial sincerity, need for feedback, and role motivation.

The data were collected at 26 restaurants (from a global fast‐food franchised chain) located in a large US city, using a self‐administered questionnaire, from their front‐line employees. The final sample size was 185 (47.4 percent response).

The results suggest a positive association between front‐line employees’ feedback‐seeking orientation and their perceived managerial sincerity. A positive association also exists between front‐line employees' motivation levels and their job satisfaction.

The focus on a subset of restaurants (from a single franchise system) and the limited scope of states‐of‐mind and behaviors measured are two main limitations. A multitude of other front‐line employee characteristics and factors should be investigated in future studies.

Results suggest that managers' interpersonal communication techniques enhance front‐line employees' perceptions of managerial sincerity, and increase their motivation and job satisfaction. However, managers need to balance a portfolio of diverse employee traits with relevant managerial styles to achieve desired outcomes.

The association between perceived managerial sincerity and feedback‐seeking orientation is intuitively appealing and comforting. However, some employees are happy being told what to do without any concern for involvement. Employees with low perceived managerial sincerity are also low on feedback need.

Burnout among first-line police in China is high. The purpose of this paper is to examine the relationship between feedback environment, feedback orientation, psychological empowerment, and burnout as related to the police work.

An empirical study was conducted with a sample of 437 basic-level policemen and policewomen in the Shandong province of China. Participants completed a series of questionnaires including the supervisor feedback environment scale, feedback orientation scale, psychological empowerment scale, and the Maslach Burnout Inventory.

The results indicate that police supervisor feedback environment is negatively related to burnout. The relationship between the supervisor feedback environment and burnout is perfectly mediated by psychological empowerment and significantly moderated by feedback orientation. The mediation effect of psychological empowerment is significantly influenced by feedback orientation.

The findings have contributed to answering several recent questions in the feedback-burnout literature. The authors stress that leaders should strive to build a supportive feedback environment for employees.

This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important component in the auditing environment for ensuring quality control and for developing and coaching staff auditors. However, the literature on feedback in the audit environment is fragmented and limited making it difficult to assess its behavioral effects on auditors. This paper has three main objectives. The first is to review some of the influential research in psychology and management to identify key variables and issues that appear to be critical in the study of behavioral consequences of feedback in organizational settings. The second is to review performance feedback research specifically in auditing to identify the areas previously examined and synthesize the findings. The third is to suggest a variety of future research opportunities that may assist in developing an understanding and knowledge of the behavioral effects of feedback on auditors. The literature analysis has significant implications for audit research and practice. In particular, the analysis provides important insights into understanding who, how, and when performance feedback should be given to improve its effectiveness in the audit environment.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Artificial intelligence (AI) is a rapidly growing frontier. One promising area for AI is its potential to assist sales managers in providing salesperson feedback. Despite this promise, little work has been done within the business-to-business (B2B) sales domain to investigate the potential impact of AI feedback on critical sales outcomes. The purpose of this research is to explore these issues and respond to calls in the literature to determine how AI can enhance salesperson adaptability and performance.

Survey data from a sample of 246 B2B salespeople was used to test the conceptual model and research hypotheses. The data were analyzed using partial least squares structural equation modeling (PLS-SEM).

The findings provide broad support for the model. An AI-feedback rich environment and salesperson feedback orientation predicted perceived accuracy of AI feedback which, in turn, strengthened intentions to use AI feedback. These favorable reactions to AI feedback positively related to adaptive selling behaviors, and adaptive selling behaviors mediated the relationships between intentions to use AI feedback and organizational commitment, as well as sales performance. Contrary to expectations, it did not mediate the relationship between intentions to use AI feedback and job satisfaction.

The managerial implications of this study lie in explaining practical considerations for the implementation and use of AI feedback in the sales context.

This study extends literature on technology adoption, performance feedback and the use of AI in the B2B sales domain. It offers practical insight for sales managers and those responsible for implementing AI solutions in sales.

The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and supervisor ratings of task performance.

Correlational data were collected from supervisor-subordinate dyads and analysed with path analysis.

Results show that perceptions of a supportive supervisory feedback environment are associated with both higher instrumental and image enhancement motives. The instrumental motive fully mediates the relationship between the feedback environment and feedback-seeking behavior. However, the positive effect of feedback-seeking behavior on task performance ratings made by supervisors is only significant when the image enhancement motive is low. Contrary to expectations, no direct or moderating effects were found for the instrumental motive on performance ratings.

These results demonstrate that many instances of feedback-seeking behavior are motivated by a desire to enhance one’s public image, and that high image enhancers can earn strong performance ratings even with low feedback-seeking behavior. Overall, the findings highlight the critical importance of measuring employees’ motives in research on feedback and performance management.

This is the first study to explicitly examine how motives mediate and moderate the relationships between feedback environment perceptions, feedback-seeking behavior, and performance in the workplace. The findings suggest that future research on feedback-seeking behavior should measure and model the effects of motives on feedback processes.

The primary purpose of this study is to investigate the relationship between leader bottom-line mentality (BLM) and employee innovative behavior, which may be interpreted by employees’ perceived creativity expectations and moderated by employee time orientation.

A multi-wave and multi-source questionnaire survey with 259 paired Chinese employee–leader dyads provided data to test the theoretical model. Hypotheses were tested with Statistical Package for the Social Sciences (SPSS).

Consistent with hypotheses, leader BLM reduces employees’ perceived creativity expectations and thus inhibits employees’ innovative behavior, and this effect is stronger for employees with short-term orientation.

Our findings highlight the negative influences of leader BLM on innovative behavior and the buffering role of employees’ long-term orientation. Organizations may incorporate BLM in leadership promotion and evaluation and provide corresponding training for leaders to overcome BLM. In addition, long-term orientation can be a valuable indicator in employee recruitment and selection.

This study contributes to a new theoretical perspective of the Pygmalion effects for understanding leader BLM’s influence on employee innovative behavior.