Candid Feedback from an Employee to a Supervisor as a Factor of Well-Being in Professional Activity

Recently, there has been a significant increase in the recognition of the importance of candid feedback in the context of organizational culture. In particular, while there is a large body of research on the impact of management feedback on employees, there is a notable lack of research on feedback from employees to managers and its impact on employee well-being. Also, the literature does not examine feedback in the context of corporate culture characteristics. In addition, the concept of candid feedback based on honesty remains poorly understood. This study aims to investigate the role of employees' candid feedback to managers as a factor of well-being in the context of corporate culture. Using a quantitative method , it aims to find out the relationship between corporate culture, well-being, frequency and direction of feedback. All hypotheses were confirmed partially on the current sample. The results showed that candid feedback from employees to supervisor; and acceptance of feedback and correction of behavior by supervisor is significantly related to employee well-being. In addition, corporate culture characterized by agreeableness predicted candid feedback and overall employee well-being. On the contrary, the customer focus index and the goals and objectives index predicted lower overall well-being. Going forward, the study can serve as a foundational step in validating Denison's model, analyzing the development of strategies to create a culture of candid feedback in the workplace. Keywords: candid feedback, radical honesty, leader-member exchange (LMX), well-being, corporate culture, Denison Model.