Feedback Dynamics and Organizational Citizenship: Integrating Self-Determination Theory with Systems Thinking

Abstract

Feedback processes and motivational dynamics shape whether employees will willingly exceed formal role requirements. Building on self-determination theory, we argue that feedback that satisfies the need for autonomy, competence, and relatedness increases intrinsic motivation. Systems thinking explains how feedback loops influence motivation by reinforcing or balancing cycles. We integrate these perspectives to advance a dual‑spiral model in which autonomy‑supportive feedback initiates upward need satisfaction and organizational citizenship behavior loops, and controlling feedback initiates downward need frustration and withdrawal loops. A synthesis of onboarding, communication, and sales coaching studies illustrates how leadership style, communication symmetry, and structural support moderate loop strength and reveal actionable leverage points for practice. The resulting propositions provide scholars with a testable framework and offer organizations a blueprint for designing ethically grounded, high-engagement feedback systems that sustain discretionary effort.