The Effect of HiPo and NoPo Status and Feedback Purpose on Feedback Acceptance, Leadership Outcomes, and Self-Efficacy

Organizations are increasingly creating programs dedicated to investing in and developing employees identified as having high potential (i.e., HiPo). Research about HiPo employees and programs has grown, but there are still many unknowns about how to best manage the HiPo process. One overlooked, yet influential, component of managing HiPos is whether, and how, to communicate HiPo status. This study investigated whether communicating HiPo and NoPo status influenced feedback acceptance, leadership outcomes, and self-efficacy. This study also evaluated whether framing the purpose of this HiPo feedback as evaluative or developmental moderated the relationship between HiPo status and feedback acceptance, leadership outcomes, and self-efficacy. Results revealed no differences in self-efficacy and leadership outcomes across the HiPo status conditions, indicating that HiPo and NoPo status did not influence self-efficacy and leadership outcomes. The findings indicated NoPo status, with either an evaluative or developmental purpose, was associated with lower feedback acceptance. These results demonstrated that self-efficacy and leadership outcomes are not affected after receiving a HiPo or NoPo status. Meanwhile, feedback acceptance was impacted but the purpose of the HiPo status had no influence on feedback acceptance.

Author

• Arnold, Grace Carroll

Language

• English

Keyword

• Leadership
• High potential
• Leadership development
• Self efficacy
• Feedback acceptance
• Feedback purpose

Date created

• 2024

Type of Work

• Dissertation

License

• All rights reserved

Rights statement

• In Copyright

GW Unit

• Organizational Sciences

Degree

• Ph.D.

Advisor

• Costanza, David

Committee Member(s)

• Bisbey, Tiffany
• Olsen, Nils

Persistent URL

•  https://scholarspace.library.gwu.edu/etd/79407z17f