Abstract

A central idea in the feedback seeking literature is that there should be a positive relationship between self-efficacy and the likelihood of seeking feedback. Yet empirical findings have not always matched this theoretical claim. Departing from current theorizing, we argue that high self-efficacy may sometimes decrease feedback seeking by making people undervalue feedback and that perspective taking is an important factor in determining whether or not this occurs. Results from 5 studies, utilizing diverse methodologies and samples, support our hypothesis that the relationship between self-efficacy and feedback seeking depends on the extent to which one engages in perspective taking. In the absence of perspective taking, self-efficacy tends to be more negatively related to feedback seeking. However, when perspective taking occurs, this relationship tends to be more positive. We also provide evidence that this interaction effect is mediated by perceptions of the value of feedback. We discuss the implications of our theory and findings for the feedback seeking literature and more broadly.

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• Keyword(s):
• organizational behavior 173

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