Abstract
By seeking feedback from supervisors, employees can adjust ineffective behaviours in time, enhance future work-related effectiveness, maintain high quality leader-member exchange, and create positive impressions in the minds of supervisors. Although a growing body of work has evoked interest in examining the antecedents and outcomes of feedback-seeking behaviour, a systematic review of the feedback-seeking literature is quite limited. The authors’ examination included 38 studies, containing 45 samples, and results indicate that three important categories of antecedents can be identified based on an individual’s disposition and cognition as well as organisational context factors. This article concludes with some thoughts about the future research agenda that might be pursued to further advance our understanding of employees’ feedback-seeking behaviour in organisation management.
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