Employee creativity often emerges from feedback interactions. While considerable research has documented the importance of feedback-seeking for the creativity of feedback seekers, less is known about whether and when feedback givers might experience similar creative benefits. Drawing on coactive vicarious learning theory, we investigate how feedback-giving in response to peers’ feedback-seeking fosters givers’ creative problem-solving capacity and how seekers’ expressed humility plays a role in influencing the effects of feedback-giving on givers’ learning and creative outcomes. Using three waves of multisource data from 270 employees and their 88 supervisors, we demonstrate that feedback-giving enhances givers’ creativity through individual work reflection and creative problem-solving capacity. Moreover, we find that the positive effects of feedback-giving on these outcomes are amplified when seekers show higher humility. Theoretical and practical implications are discussed.
