Feedback from knowledgeable others at the workplace can be a valuable source of information which contributes to the development of an organisation's managerial or leadership capability.
It is well-documented that for annual objectives, or goal-setting, to be most effective at delivering high levels of performance, employees need to seek out and receive feedback regarding their progress towards successful outcomes.
Recent research (Janssen & Prins, 2007) has shown that individuals who have a learning-approach goal orientation (believing that personal attributes and abilities are malleable and can be developed) tend to seek out self-improvement feedback. The way that these individual's ask 'the question' optimses the likelihood that resulting feedback will highlight opportunities for self-development.
On the other hand, individuals, who have a performance-approach to goal orientation (believing that self-attributes are fixed, uncontrollable entities which can hardly be developed) tend to seek out self-validation information. This sort of feedback draws attention to and validates these individual's existing areas of competence. People like this tend to interpret feedback as a judgement about the self (VandeWalle, 2003) and consequently suffer ego loss when others point out gaps in their knowledge or skill.
The Hogan Personality Inventory successfully predicts an individual's approach to goal orientation and approach to learning. This insight can help an organisation select and develop leaders who seek out self-improvement vs. self-validation information from knowledgeable others at work. Initiatives like this promote leadership behaviours which foster continuous self-development and high performance in times of change.
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