Impact of the Supervisor Feedback Environment on Creative Performance: A Moderated Mediation Model

Jian Zhang,Zhenxing Gong,Shuangyu Zhang,Yujia Zhao

doi:10.3389/fpsyg.2017.00256

Abstract

Studies on the relationship between feedback and creative performance have only focused on the feedback-self and have underestimated the value of the feedback environment. Building on Self Determined Theory, the purpose of this article is to examine the relationship among feedback environment, creative personality, goal self-concordance and creative performance. Hierarchical regression analysis of a sample of 162 supervisor–employee dyads from nine industry firms. The results indicate that supervisor feedback environment is positively related to creative performance, the relationship between the supervisor feedback environment and creative performance is mediated by goal self-concordance perfectly and moderated by creative personality significantly. The mediation effort of goal self-concordance is significantly influenced by creative personality. The implication of improving employees’ creative performance is further discussed. The present study advances several perspectives of previous studies, echoes recent suggestions that organizations interested in stimulating employee creativity might profitably focus on developing work contexts that support it.

Highlights

The employee’s creative performance is the main source of promoting innovation, enhancing competitiveness, and getting competitive advantage of enterprises (Zhou and Shalley, 2008)
Our results show that employees’ perceptions of a supportive supervisor feedback environment indirectly influence their level of creative performance through the internalization of work goals
A supportive leadership feedback environment will have a positive role in promoting creative performance, which is consistent with the previous theoretical analyses and studies (Steelman et al, 2004; Davidson and De Stobbeleir, 2011)

Summary

Introduction

The employee’s creative performance is the main source of promoting innovation, enhancing competitiveness, and getting competitive advantage of enterprises (Zhou and Shalley, 2008). Individuals who receives negative feedback exhibits lower creative performance (Zhou, 1998), but some researchers find that negative feedback is more effective on Feedback Environment and Creative Performance creative performance than positive feedback (Podsakoff and Farh, 1989). This inconsistency of the research results can lead to the consequence that managers do not know to give employees positive feedback or negative feedback, so solving the inconsistent results feedback effect on creative performance becomes the key point of research (Mulder et al, 2013)

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Methods

Results

Conclusion