Is the sting of criticism the honey of praise? The double-edged sword effect of leader's daily negative feedback on employees
Shan Xu, Wei Wei, He LiPurpose
Feedback is essential for enhancing employee performance and guiding them toward achieving organizational goals. This study investigates the double-edged sword effects of negative feedback on employee's idea generation and taking charge behavior utilizing feedback intervention theory.
Design/methodology/approach
To examine our hypotheses, we conducted a daily diary investigation of employees over a 15-day period (Monday through Friday) at a consulting firm.
Findings
The research found that negative feedback can positively influence idea generation through reflection on negative feedback and inspiration. Conversely, it can also negatively impact taking charge through reflection on negative feedback and negative affect. Additionally, we examine the moderating role of learning goal orientation (LGO), finding that high LGO strengthens the positive effect of negative feedback on idea generation and weakens its negative effect on taking charge.
Originality/value
This research contributes to the literature on negative feedback by uncovering when and how such feedback can either increase idea generation or decrease taking charge. The findings offer valuable insights for researchers and managers on optimizing feedback practices.