Correlates and Consequences of Feedback Orientation in Organizations

By Jason J. Dahling, S. Chau, Alison L. O’Malley. 2012

128 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1a9cb7346f0d9c37b43418192c803f937d5dc53d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Ashlea Troth
2. Herman H. M. Tse
3. Amy L Collins
4. Neal M. Ashkanasy
5. Allison S. Gabriel
6. P. Levy
7. R. Humphrey
8. Alana Dorris

In Social Psychology

1. Ashlea Troth
2. Amy L Collins
3. Herman H. M. Tse
4. Neal M. Ashkanasy
5. Allison S. Gabriel
6. P. Levy
7. R. Humphrey
8. Alana Dorris

Citations in the corpus

• The supervisor feedback environment is empowering, but not all the time: Feedback orientation as a critical moderator (2014, background): “Most recently, Dahling et al. (2012) found emotional intelligence and supervisor feedback environment to correlate with feedback orientation, in addition to finding feedback inquiry, supervisory performance, and leader–member exchange ratings to be consequences of feedback orientation.”
• Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “Five of the empirical studies (all except Zacher et al., 2014) examined the effect of followers' EI on LMX quality, although research varied in the use of follower self-ratings of EI (e.g., Dahling et al., 2012) or leader ratings of the follower's EI (e.g., Chen et al., 2012).”