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The relation of feedback-seeking motives and emotion regulation strategies to front-line managers’ feedback source profiles: A person-centered approach

Published online by Cambridge University Press:  03 March 2015

Jing Qian ,
Zhuo R Han ,
Zhichao Guo ,
Fu Yang ,
Haiwan Wang  and
Qiuyue Wang
Jing Qian
Affiliation:
Business School, Beijing Normal University, Beijing, China
Zhuo R Han*
Affiliation:
Beijing Key Laboratory of Applied Experimental Psychology, School of Psychology, Beijing Normal University, Beijing, China
Zhichao Guo
Affiliation:
School of Economics, Beijing Technology and Business University, Beijing, China
Fu Yang
Affiliation:
School of Business Administration, Southwestern University of Finance and Economics, Chengdu, China
Haiwan Wang
Affiliation:
Business School, Beijing Normal University, Beijing, China
Qiuyue Wang
Affiliation:
Business School, Beijing Normal University, Beijing, China
*
Corresponding author: rachhan@bnu.edu.cn
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Abstract

Although the current literature offers some preliminary information about seeking feedback from various sources, a variable-centered approach has been adopted in which seeking feedback from supervisors and from subordinates was treated separately. We endeavored to extend this work through model-based cluster analysis, a person-centered approach, to identify distinct feedback source profiles in our sample of 209 front-line manager–supervisor dyads. Additionally, we aimed to explore whether such profiles differed between two feedback motives, perceived instrumental value and perceived image cost, as well as managers’ emotion regulation strategies. Results revealed six feedback source profiles and such profiles are associated not only with their perceived image cost and instrumental value but also with their emotion regulation strategies.

Keywords

feedback-seeking behaviorperson-centered approachperceived value of feedback seekingperceived cost of feedback seekingemotion regulation strategy
Type
Research Article
Information
Journal of Management & Organization , Volume 22 , Issue 1 , January 2016 , pp. 68 - 79
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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