Challenge or Hindrance? A Self–Regulatory Model of Negative Feedback and Subordinate Creativity

Abstract

In order to explain the complex impact of supervisor’s negative feedback on subordinate creativity, this study draws on a self–regulatory perspective to develop a theoretical model, in which supervisor’s negative feedback provided in different ways trigger subordinates’ challenge /hindrance appraisals of job stressor through inducing their perceived threat/support and, thereby exert a positive/negative influence on subordinate creativity. Using the data collected from 179 participants in an experimental study, it is found that (1) supervisor’s developmental negative feedback induces subordinates’ perceived support and threat, thus triggering subordinates’ challenge stress, while supervisor’s controlling negative feedback only induces subordinates’ perceived threat and increases subordinates’ hindrance stress; (2) Supervisor’s developmental negative feedback exerts an positive effect on subordinate creativity via challenge stress, while supervisor’s controlling negative feedback has a negative influence on subordinate creativity via hindrance stress; (3) Promotion focus strengthens the positive effect of subordinate’s developmental negative feedback on subordinate creativity via challenge stress. The results of this study add to the literature on the complex links between supervisor negative feedback and subordinate creativity from a new (self-regulatory) perspective.