To what extent does performance-related feedback affect managers’ self-efficacy?

This two-part study examines the effect of supervisors’ feedback—both negative and positive—on the job-specific self-efficacy of 296 subordinates. Analyses using pre- and post-treatment data collected during field experiments indicate, most notably, that negative feedback reduces subordinates’ self-efficacy regardless of managerial rank, a finding that supports this largely untested theory pertaining to negative feedback and its effect on self-efficacy. As predicted, positive supervisory feedback had a significant, positive effect on subordinates’ self-efficacy. The study's implications for theory, research, and management practice are discussed, limitations and challenges are identified, and directions for future research are suggested.