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I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking.

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  • 1Kenan-Flagler Business School.

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High self-efficacy may reduce feedback seeking by undervaluing feedback. Perspective taking moderates this relationship, influencing feedback-seeking behavior and perceptions of feedback value.

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Area of Science:

  • Organizational Psychology
  • Social Psychology
  • Human Resources Management

Background:

  • Existing literature posits a positive link between self-efficacy and feedback seeking.
  • Empirical evidence has shown inconsistent results regarding this relationship.
  • High self-efficacy may paradoxically decrease feedback seeking by reducing perceived feedback value.

Purpose of the Study:

  • To investigate the moderating role of perspective taking in the self-efficacy and feedback seeking relationship.
  • To examine whether high self-efficacy can decrease feedback seeking under certain conditions.
  • To explore the mediating role of feedback value perception in this interaction.

Main Methods:

  • Five studies were conducted using diverse methodologies and samples.
  • The studies examined the interaction between self-efficacy and perspective taking on feedback seeking.
  • Perceptions of feedback value were analyzed as a potential mediator.

Main Results:

  • The relationship between self-efficacy and feedback seeking is contingent on perspective taking.
  • Without perspective taking, high self-efficacy was negatively related to feedback seeking.
  • With perspective taking, high self-efficacy showed a more positive relationship with feedback seeking, mediated by perceived feedback value.

Conclusions:

  • The impact of self-efficacy on feedback seeking is not always positive and depends on cognitive factors like perspective taking.
  • Encouraging perspective taking may enhance the benefits of high self-efficacy for feedback seeking.
  • Findings challenge traditional models and offer nuanced implications for feedback processes in organizations.