Research on identity threat has predominantly focused on the consequences of threat to some ascribed or involuntary identities, while overlooking individuals' responses to occupational identity threat. Integrating identity theory with identity threat literature, we argue that encountering occupational identity threat promotes negative emotion and feedback-seeking behavior, and negative emotion further mediates the relationship between occupational identity threat and feedback-seeking behavior. Moreover, individuals' performance self-esteem strengthens both the direct effect of occupational identity threat on negative emotion, and the indirect effect of occupational identity threat on feedback-seeking behavior through negative emotion. The results from two experimental studies and one field study provide support for these predictions. We discuss the theoretical and practical implications of our findings.

Based on the Job Demands-Resources theory, this meta‐analysis investigates the role of resources in predicting feedback-seeking behavior (FSB) over time. We also examine the relationship between FSB and its outcomes from a systematic review perspective. The eligibility criteria were: (a) to measure feedback-seeking behavior, (b) to have a longitudinal design, and (c) to have employees as target groups. Thirteen studies met these criteria (Ntotal= 1,527). We combined the meta-analysis procedures and structural equation modeling (metaSEM) and used the systematic review. The methodological quality of the available longitudinal studies is assessed. Our findings indicated that job resources predict future feedback-seeking behavior and between feedback-seeking behavior and personal resources is significant relationship. More research is needed to clarify the reciprocal relationships between personal resources and feedback-seeking behavior and the influences of feedback-seeking behavior on performance.

Although the current literature offers some preliminary information about seeking feedback from various sources, a variable-centered approach has been adopted in which seeking feedback from supervisors and from subordinates was treated separately. We endeavored to extend this work through model-based cluster analysis, a person-centered approach, to identify distinct feedback source profiles in our sample of 209 front-line manager–supervisor dyads. Additionally, we aimed to explore whether such profiles differed between two feedback motives, perceived instrumental value and perceived image cost, as well as managers’ emotion regulation strategies. Results revealed six feedback source profiles and such profiles are associated not only with their perceived image cost and instrumental value but also with their emotion regulation strategies.

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.