Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships: The paradoxical role of subordinate expertise |
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Authors: | Jae Uk Chun Dongseop Lee John J. Sosik |
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Affiliation: | 1. Korea University Business School, Korea University, Anam-Dong, Seongbuk-Gu, Seoul 136-701, Republic of Korea;2. School of Graduate Professional Studies, The Pennsylvania State University, 30 East Swedesford Road, Malvern, PA 19355-1443, United States |
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Abstract: | From a motivational perspective of feedback-seeking behavior, we examined the mediating role of leaders' negative feedback-seeking from subordinates in the relationship between the quality of leader-member exchange (LMX) and subordinates' evaluation of leader effectiveness, along with the moderating role of subordinate expertise in the mediated relationship. Using 151 unique matched sets of leader and subordinate reports obtained from 5 large Korean companies, we found that the positive relationship between LMX and leader effectiveness was mediated by leaders' negative feedback-seeking. Additionally, the positive relationship between LMX and leader negative feedback-seeking was stronger when perceived subordinate expertise was lower. Lastly, the indirect effect of LMX on leader effectiveness through leader negative feedback-seeking was stronger when perceived subordinate expertise was lower. These findings were obtained after controlling for leaders' power distance and goal orientations that might influence their motives to seek or avoid feedback. Theoretical and practical implications are discussed. |
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Keywords: | Leader negative feedback-seeking Leader-member exchange Leader effectiveness Feedback-seeking motives Conditional indirect effect |
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