Ghent University Academic Bibliography

Advanced

Do managers use feedback seeking as a strategy to regulate demands-abilities misfit? The moderating role of implicit person theory

Toon Devloo UGent, Frederik Anseel UGent and Alain De Beuckelaer UGent (2011) JOURNAL OF BUSINESS AND PSYCHOLOGY. 26(4). p.453-465
abstract
This study examined to what extent managers who hold an incremental implicit person theory (i.e., believe that personal attributes are relatively malleable) rely on proactive strategies to address imbalances between demands and abilities. Data were collected from a convenient sample of managers in 12 organizations in Spain and Belgium (N = 303). Given the well-known shortcomings of traditional congruence measures, we conducted polynomial regression. Results indicated that implicit person theory was a significant moderator of the relationship between demands-abilities (D-A) fit and feedback seeking for two out of three task dimensions. Specifically, incremental theorists sought feedback to a great extent when misfit occurred between low to moderate demands and abilities. The current study found preliminary evidence for a proactive framework of person-job misfit which could be used to guide future research. The results of this study suggest the use of self-persuasion techniques to influence managers' incremental person theory (Heslin et al., J Appl Psychol 90:842-856, 2005). Research on person-environment fit is often guided by the assumption that individuals react negatively to misfit leading to maladaptive outcomes. However, this study tested a different perspective on P-E misfit by extending initial work (i.e., Simmering et al., J Appl Psychol 88:954-963, 2003) on the positive relationship between P-E misfit and proactive behavior.
Please use this url to cite or link to this publication:
author
organization
year
type
journalArticle (original)
publication status
published
subject
keyword
ORGANIZATIONAL-BEHAVIOR, ENVIRONMENT FIT APPROACH, INDIVIDUAL-DIFFERENCES, METHOD VARIANCE, SELF, PERFORMANCE, WORK, JOB, STRESS, CONCEPTIONS, Demands-abilities misfit, Implicit person theory, Feedback seeking, Managers, Polynomial regression
journal title
JOURNAL OF BUSINESS AND PSYCHOLOGY
J. Bus. Psychol.
volume
26
issue
4
pages
453 - 465
Web of Science type
Article
Web of Science id
000296791500004
JCR category
BUSINESS
JCR impact factor
1.25 (2011)
JCR rank
54/113 (2011)
JCR quartile
2 (2011)
ISSN
0889-3268
DOI
10.1007/s10869-010-9200-7
language
English
UGent publication?
yes
classification
A1
copyright statement
I have transferred the copyright for this publication to the publisher
id
1223865
handle
http://hdl.handle.net/1854/LU-1223865
date created
2011-05-15 17:31:28
date last changed
2012-05-02 10:55:22
@article{1223865,
  abstract     = {This study examined to what extent managers who hold an incremental implicit person theory (i.e., believe that personal attributes are relatively malleable) rely on proactive strategies to address imbalances between demands and abilities. Data were collected from a convenient sample of managers in 12 organizations in Spain and Belgium (N = 303). Given the well-known shortcomings of traditional congruence measures, we conducted polynomial regression. Results indicated that implicit person theory was a significant moderator of the relationship between demands-abilities (D-A) fit and feedback seeking for two out of three task dimensions. Specifically, incremental theorists sought feedback to a great extent when misfit occurred between low to moderate demands and abilities. The current study found preliminary evidence for a proactive framework of person-job misfit which could be used to guide future research. The results of this study suggest the use of self-persuasion techniques to influence managers' incremental person theory (Heslin et al., J Appl Psychol 90:842-856, 2005). Research on person-environment fit is often guided by the assumption that individuals react negatively to misfit leading to maladaptive outcomes. However, this study tested a different perspective on P-E misfit by extending initial work (i.e., Simmering et al., J Appl Psychol 88:954-963, 2003) on the positive relationship between P-E misfit and proactive behavior.},
  author       = {Devloo, Toon and Anseel, Frederik and De Beuckelaer, Alain},
  issn         = {0889-3268},
  journal      = {JOURNAL OF BUSINESS AND PSYCHOLOGY},
  keyword      = {ORGANIZATIONAL-BEHAVIOR,ENVIRONMENT FIT APPROACH,INDIVIDUAL-DIFFERENCES,METHOD VARIANCE,SELF,PERFORMANCE,WORK,JOB,STRESS,CONCEPTIONS,Demands-abilities misfit,Implicit person theory,Feedback seeking,Managers,Polynomial regression},
  language     = {eng},
  number       = {4},
  pages        = {453--465},
  title        = {Do managers use feedback seeking as a strategy to regulate demands-abilities misfit? The moderating role of implicit person theory},
  url          = {http://dx.doi.org/10.1007/s10869-010-9200-7},
  volume       = {26},
  year         = {2011},
}

Chicago
Devloo, Toon, Frederik Anseel, and Alain De Beuckelaer. 2011. “Do Managers Use Feedback Seeking as a Strategy to Regulate Demands-abilities Misfit? The Moderating Role of Implicit Person Theory.” Journal of Business and Psychology 26 (4): 453–465.
APA
Devloo, T., Anseel, F., & De Beuckelaer, A. (2011). Do managers use feedback seeking as a strategy to regulate demands-abilities misfit? The moderating role of implicit person theory. JOURNAL OF BUSINESS AND PSYCHOLOGY, 26(4), 453–465.
Vancouver
1.
Devloo T, Anseel F, De Beuckelaer A. Do managers use feedback seeking as a strategy to regulate demands-abilities misfit? The moderating role of implicit person theory. JOURNAL OF BUSINESS AND PSYCHOLOGY. 2011;26(4):453–65.
MLA
Devloo, Toon, Frederik Anseel, and Alain De Beuckelaer. “Do Managers Use Feedback Seeking as a Strategy to Regulate Demands-abilities Misfit? The Moderating Role of Implicit Person Theory.” JOURNAL OF BUSINESS AND PSYCHOLOGY 26.4 (2011): 453–465. Print.