Giving feedback: Source-centered antecedents and consequences of constructive and destructive feedback

This article articulates the process of giving feedback. It argues that the source's perceptions and reactions to the recipient's performance depend on whether the relationship between the source and recipient focuses on control, rewards, or affiliation. Structural characteristics of the relationship and the source's needs determine what role dominates. The dominant role together with the source's self-esteem and self-control affect whether the feedback is constructive or destructive. New directions for feedback research and practice are considered.