Abstract
The answer to how a subordinate's feedback seeking behavior will be deemed by supervisor
 is a significant motivational factor that influence employees' feedback seeking. It is also
 essential for organizations to organize policies that encourage feedback seeking behavior.
 Based on the theories of similarity-attraction, social categorization, and social identity, this
 study argues whether supervisor's agentic orientation is high or low, feed seeking behavior
 will positively or negatively influence perception of subordinate's competence. Furthermore,
 this study suggests the interaction effect of feedback seeking behavior and agentic orientation
 will influence performance evaluation via perceived competence. To test the hypotheses,
 path analysis using Mplus 8 was conducted based on data from 210 pairs of supervisorsemployees
 in military settings. The result revealed that the relationship between feedback seeking
 behavior and perceived competence was moderated by agentic orientation. Specifically, when
 supervisors had high agentic orientation, there was a significant positive relationship between
 two variables. However, when supervisors had low agentic orientation, there was no significant
 relationship. Perceived competence mediated the interaction effect of feedback seeking behavior
 and agentic orientation. This study contributes to the literature by examining how feedback
 seeking behavior is interpreted from a supervisor's perspective, going beyond the traditional
 employee-focused perspective. Additionally, it offers practical implications for organizational
 managers in terms of human resource management.
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