Durability and generalization of attribution-based feedback following failure: Effects on expectations and behavioral persistence

ObjectiveThis experiment investigated, following perceived failure, the immediate, long-term (i.e., durability), and cross-situational (i.e., generalization) effects of attribution-based feedback on expectations and behavioral persistence.DesignWe used a 3 × 2 (Group × Time) experimental design over seven weeks with attributions, expectations of success, and persistence as dependent measures.Method49 novice participants were randomly assigned to one of three treatment (attributional feedback) groups: (a) functional (i.e., controllable and unstable); (b) dysfunctional (i.e., uncontrollable and stable); or (c) no feedback. Testing involved three sessions, in which participants completed a total of five trials across two performance tasks (golf-putting and dart-throwing). In order to track whether the attributional manipulation conducted within the context of the golf-putting task in Session 2 would generalize to a new situation, participants performed a dart-throwing task in Session 3, and their scores were compared with those recorded at baseline (in Session 1).ResultsAnalysis of pre- and post-intervention measures of attributions, expectations, and persistence revealed that the functional attributional feedback led to more personally controllable attributions following failure in a golf-putting task, together with increases in success expectations and persistence. In contrast, dysfunctional attributional feedback led to more personally uncontrollable and stable attributions following failure, together with lower success expectations and reduced persistence. These effects extended beyond the intervention period, were present up to four weeks post intervention, and were maintained even when participants performed a different (i.e., dart-throwing) task.ConclusionsThe findings demonstrate that attributional feedback effects are durable over time and generalize across situations.     

Grip Force-Load Force Coupling Is Influenced by Altered Visual Feedback about Object Kinematics

Abstract

Recent evidence suggests that visual feedback influences the adjustment of grip force to the changing load force exerted by a grasped object as it is manipulated. The current project investigated how visual feedback of object kinematics affects the coupling of grip force to load force by scaling the apparent displacements of the object viewed in virtual reality. Participants moved the object to manually track a moving virtual target. The predictability of the changing load force exerted by the object was also manipulated by altering the nature of target trajectories (and therefore the nature of object motions). When apparent object displacements increased in magnitude, grip force became more tightly coupled to load force over time. Furthermore, when load force variations were less predictable, the magnitude of apparent object displacements affected the relative degree of continuous versus intermittent coupling of grip force to load force. These findings show that visual feedback of object motion affects the ongoing dynamical coupling between grip force control and load force experienced during manipulation of a grasped object.     

Signaling trustworthiness: The effect of leader humor on feedback-seeking behavior

ABSTRACT

Given its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior – proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback-seeking behavior via its influence on subordinates’ affect-based and cognition-based trust in the leader.