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Research on feedback acceptance typically has not focused on feedback given in developmental contexts nor has this research used sources other than self‐reports to measure feedback acceptance. This study examined recipient characteristics as influences on receptivity to management development feedback. Racial similarity of the feedback recipient and giver was the most consistent predictor of receptivity. Self‐report, feedback giver, and outsider ratings of receptivity evidenced little congruence. Implications for understanding receptivity in developmental contexts are discussed.

The purpose of this paper is to examine the separate and combined effects of three individual characteristics on training gains achieved in a leadership development program designed to enhance participants' emotional intelligence (EI). The overall purpose was to test heretofore untested propositions advanced by various theorists concerning the impact of openness to experience (OE), self‐efficacy (SE), and receptivity to feedback (RF) on training outcomes.

This empirical study utilized a sample of 135 fully‐employed business students in a treatment/control group research design.

The findings suggest that leadership development professionals will likely derive differential EI training gains depending upon participants' status across several variables. Receptivity to feedback was directly associated with EI training gains while the SE‐RF and SE‐OE interactions were predictors of EI training gains.

The results hold implications for organizations that seek to enhance the EI of leaders both effectively and efficiently. The application of these findings to a range of leadership development practices and to training efforts that focus on other competencies are discussed.

The paper connects EI to one of the major challenges facing leaders and leadership development professionals in the future: managing change and offers recommendations regarding research on other factors that are likely to optimize results achieved through efforts to develop the EI of leaders.

This is the first study to investigate the impact of these three individual characteristics on training gains achieved. The paper's findings suggest that some individuals are better candidates for EI training and presents a method to identify them.

Executive coaching is gaining in popularity as a management developmental activity which facilitates organisational change for sustainability. The purpose of this paper is to explore the relationships among coachee feedback receptivity, pre‐training motivation, learning goal orientation, developmental self‐efficacy, self‐reported job performance improvement, self‐awareness, task performance and affective commitment in terms of executive coaching effectiveness as a form of management development.

A non‐randomised controlled trial research design was conducted to examine the hypothesized relationships among coachee characteristics and executive coaching effectiveness, as reflected in greater levels of individual outcomes in corporate Israel.

A significant interaction between learning goal orientation and pre‐training motivation on improvement in job self‐reported performance was found. Additionally, a negative relationship was found between learning goal orientation and improvement in self‐reported job performance among coachees with low levels of pre‐training motivation. Finally, self‐efficacy demonstrates a positive relationship with job performance improvement.

This research provides greater insights about the type of individual outcomes executive coaching should achieve, and under which conditions coaching is likely to be more beneficial for participants. This research has value for designing and implementing coaching programmes to drive sustainable development and innovation.

The purpose of this research was to develop a conceptualization and measure of workplace coachability.

Using four independent samples of employed adults, we developed a short and long version of the Coachability Scale. We followed standard scale development practices, presenting evidence of the scales’ factor structure, reliability and validity.

With the first two samples, we derived an initial three-dimensional version of the Coachability Scale and provided evidence of convergent validity. With Samples 3 and 4, we expanded the scale with additional dimensions related to coaching feedback processes and accumulated additional evidence of the scale's validity, and provided evidence of convergence between the two versions of the Coachability Scale.

We encourage continued research on the Coachability Scale, as well as research on coachability in formal coaching relationships and with more diverse populations and cultures. It is also important to examine how coachability relates to specific coachee behaviors and outcomes. Although common method bias may be a limitation, we used temporally separated measurements to minimize method bias in Sample 4.

Knowledge about coachability can inform coaching practice decisions and help tailor the coaching engagement to better fit the coachee's needs.

Measuring how individuals respond to coaching and coaching relationships has important implications for managerial behavior and the quality of work life.

This is one of the first studies to develop valid scales for assessing workplace coachability.

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.

Leaders lack essential information about their performance from their followers. In light of the frequently encountered error avoidance climate in the police, leaders should actively seek feedback to fill this gap. The purpose of this paper is to explore organizational, personal and situational antecedents of police leaders' daily feedback-seeking behavior.

The authors used a diary study and examined error-management climate, feedback orientation and two situational characteristics, namely daily occasions for feedback-seeking and daily time pressure. Hierarchical linear modeling was used to analyze the N = 188 daily entries from 27 leaders (minimum of three daily entries per leader).

Results show that police leaders seldom seek daily feedback from their followers. A positive (i.e. learning-oriented) error-management climate and occasions for feedback-seeking foster leaders' daily feedback-seeking, whereas no main effects of feedback orientation and time pressure were found. However, time pressure moderated the relationship between occasions for feedback-seeking and daily feedback-seeking, with higher time pressure leading to a weaker relationship.

This is the first study empirically examining feedback-seeking as a key leadership behavior on a daily basis. The results show that organizational conditions promote leaders' feedback-seeking behavior and indicate organizations should foster an error-management climate to promote feedback-seeking of their leaders.

This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.

This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.

Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.

The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.

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.

Various scams and swindles in banks demand effective supervision and competent workforce, as it involves with workplace accountability and undertaking customer support services. The purpose of this paper is to examine the managerial effectiveness of selected public, private and foreign banks in India.

In total, 467 questionnaires from (middle and top-level) managers of (five public, five private and five foreign banks) fifteen banks have been considered. The descriptive statistics, t-test and ANOVA are used to differentiate each sector of banks.

The significant difference denoted in terms of managerial effectiveness among banks. The results revealed that managers of public banks are action-oriented and receptive to feedback, whereas the manager of private sector banks embodies self-disclosure and perceptiveness. The correlates, namely, action-orientation, self-disclosure and receptivity to feedback evident significant among foreign banks.

The consideration and application of such correlates would surely help managers, decision-makers and practitioners to enhance their effectiveness. Human resource professionals can use these results to develop programmes and policies for better management.

The study is imperative as it compares the behaviour of managers of public, private and foreign banks individually. The findings demonstrate that correlates of managerial effectiveness significantly differ among the banks.

Little research has considered how work team characteristics influence reactions to negative feedback. When feedback indicates that the group’s strategy is inadequate, how members respond to such feedback can determine the team’s ultimate success or failure. The aim of this theory paper is to identify central sources of influence on group responsiveness to negative feedback in a mixed‐gender context. Drawing upon sociological and psychological perspectives, we offer a framework that considers how men and women respond to negative feedback in work team settings.