Fostering leader feedback seeking at the workplace: the role of HRD practice

Article

Carvalho, S., Kurian, P.O., Carvalho, C. and Carvalho, F.K. 2023. Fostering leader feedback seeking at the workplace: the role of HRD practice. Advances in Developing Human Resources. 25 (1), pp. 57-66. https://doi.org/10.1177/15234223221137331
TypeArticle
TitleFostering leader feedback seeking at the workplace: the role of HRD practice
AuthorsCarvalho, S., Kurian, P.O., Carvalho, C. and Carvalho, F.K.
Abstract

The Problem.
Scholars in the feedback-seeking domain have predominantly focused on employee feedback seeking. However, there is less known about feedback seeking when the leader is the seeker of feedback. This is unfortunate because in dynamic and uncertain environments, as presented by the COVID-19 crisis, leaders will need to seek feedback from others to develop a holistic view of the emerging situation and respond in a timely manner.

The Solution.
The authors make a case for leader feedback seeking by identifying its four potential benefits for leaders themselves and organizations. Subsequently, they discuss four human resource development practices that can promote leader feedback-seeking behavior within organizations.

The Stakeholders.
This article will benefit organizations that seek to encourage their leadership talent to seek feedback at work.

Keywordsinformal feedback; leader feedback seeking; feedback inquiry
Sustainable Development Goals9 Industry, innovation and infrastructure
Middlesex University ThemeCreativity, Culture & Enterprise
PublisherSAGE Publications
JournalAdvances in Developing Human Resources
ISSN1523-4223
Electronic1552-3055
Publication dates
Online18 Nov 2022
PrintFeb 2023
Publication process dates
Accepted18 Nov 2022
Deposited13 Aug 2025
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1177/15234223221137331
Web of Science identifierWOS:000886706800001
Related Output
Has metadatahttps://publons.com/wos-op/publon/58291408/
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