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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Sun et al. (2024) studied this question.
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