Conveying more (or less) than we realize: The role of impression-management in feedback-seeking

Ashford, Susan J.; Northcraft, Gregory B.

1992-12

Citation: Ashford, Susan J., Northcraft, Gregory B. (1992/12)."Conveying more (or less) than we realize: The role of impression-management in feedback-seeking." Organizational Behavior and Human Decision Processes 53(3): 310-334. <http://hdl.handle.net/2027.42/29699>

Abstract: This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed.

DOIs: http://dx.doi.org/10.1016/0749-5978(92)90068-I

URI: http://www.sciencedirect.com/science/article/B6WP2-4CYG2TH-B2/2/6c1d6a46f674485c7afbba753db183d5

Handle: http://hdl.handle.net/2027.42/29699

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