Feedback-Seeking Behavior and Leader-Member Exchange: Do Supervisor-Attributed Motives Matter?

2007 ◽  
Vol 50 (2) ◽  
pp. 348-363 ◽  
Author(s):  
Wing Lam ◽  
Xu Huang ◽  
Ed Snape
Keyword(s):  
Leader Member Exchange ◽  
Feedback Seeking ◽  
Member Exchange ◽  
Seeking Behavior

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

2015 ◽  
Vol 43 (7) ◽  
pp. 2195-2217 ◽  
Author(s):  
Long Wai Lam ◽  
Kelly Z. Peng ◽  
Chi-Sum Wong ◽  
Dora C. Lau
Keyword(s):  
Performance Standards ◽  
Future Research ◽  
Leader Member Exchange ◽  
Proactive Behavior ◽  
Feedback Seeking ◽  
Multilevel Research ◽  
Member Exchange ◽  
Seeking Behavior ◽  
And Performance ◽  
The Relationship

Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and suggest avenues for future research.

scholarly journals The effects of self-development motive and impression management Motive on continuous learning activity

2016 ◽  
Vol 29 (2) ◽  
pp. 279-301
Author(s):  
YeYoung Ko ◽  
TaeYong Yoo
Keyword(s):  
Impression Management ◽  
Mediation Effect ◽  
Learning Activity ◽  
Leader Member Exchange ◽  
Continuous Learning ◽  
Feedback Seeking ◽  
Self Development ◽  
Member Exchange ◽  
Seeking Behavior ◽  
The Relationship

  The first purpose of this study was to investigate the effects of self-development motive and impression management motive on continuous learning activity. The second purpose was to examine the mediating effects of feedback seeking behavior on the relationship between two motives(self-development motive, impression management motive) and continuous learning activity. The third purpose was to testify the moderating effects of the leader-member exchange quality on the two motives(self-development motive, impression management motive) and feedback seeking behavior. Using the survey research method, data were collected from 239 employees who were working in a variety of organizations in Korea. The results of this study showed that self- development motive was positively related to continuous learning activity, whereas impression management motive was not positively related to continuous learning activity. The self-development motive and impression management motive were positively related to feedback seeking behavior and feedback seeking behavior was positively related to continuous learning activity. Therefore, feedback seeking behavior had partial mediation effect on the relationship between self-development motive and continuous learning activity, and feedback seeking behavior had full mediation effect on the relationship between impression management motive and continuous learning activity. Finally, leader-member exchange(LMX) quality had moderation effect on the relationship between impression management motive and feedback seeking behavior. Specifically, the positive relationship between impression management motive and feedback seeking behavior was stronger when LMX quality was high than low. Based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

RELATIONSHIPS BETWEEN LMX AND SUBORDINATES' FEEDBACK-SEEKING BEHAVIORS

2007 ◽  
Vol 35 (5) ◽  
pp. 659-674 ◽  
Author(s):  
Hye Eun Lee ◽  
Hee Sun Park ◽  
Tai Sik Lee ◽  
Dong Wook Lee
Keyword(s):  
South Korea ◽  
Social Cost ◽  
Civil Engineering ◽  
Source Credibility ◽  
Third Party ◽  
Leader Member Exchange ◽  
Feedback Seeking ◽  
Party Strategies ◽  
Member Exchange ◽  
The Relationship

Relationships among subordinates' feedback-seeking strategy preferences, Leader-Member Exchange (LMX), social cost, and source credibility were examined. Employees (N = 134) of civil engineering companies in South Korea completed a questionnaire. Findings showed that LMX quality, social cost, and source credibility either independently or jointly influenced subordinates' feedback-seeking strategy preferences. LMX was positively related to preference for using direct strategies, but not significantly related to preferences for using indirect strategies and for using third-party strategies. As moderators, increases in social cost and source credibility were associated with changes in the relationship between LMX and preference for third-party strategies. More detailed explanations and implications of these findings are discussed.

How does abusive supervision restrict employees’ feedback-seeking behavior?

2019 ◽  
Vol 34 (8) ◽  
pp. 546-559 ◽  
Author(s):  
Chuangang Shen ◽  
Jing Yang ◽  
Peixu He ◽  
Yenchun Jim Wu
Keyword(s):  
Detrimental Effect ◽  
Abusive Supervision ◽  
Hierarchical Regression ◽  
Feedback Seeking ◽  
Content Type ◽  
Abusive Behavior ◽  
Member Exchange ◽  
Seeking Behavior ◽  
Concept Theory ◽  
Practical Implications

Purpose The purpose of this paper is to explore the restrictive effect of abusive supervision on employees’ feedback-seeking behavior (FSB) through organizational-based self-esteem (OBSE) and the moderation of this mediation by leader-member exchange (LMX). Design/methodology/approach This study conducted hierarchical regression and path analysis to analyze the 312 manager–employee dyads data gathered from five companies in China. Findings The authors found that abusive supervision had a detrimental effect on employee FSB, partially through OBSE, and that both the direct and indirect effects were moderated by LMX. Practical implications Organizations should seek to inhibit supervisors’ abusive behavior in the workplace. Supervisors should not occasionally mistreat subordinates with whom they have a good relationship. Originality/value This study reveals the underlying influence mechanism of abusive supervision on employee FSB using the self-concept theory and suggests that OBSE is critical in determining how abusive supervision influences employee FSB. Furthermore, LMX quality (especially high LMX) moderates the above mediation.

Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics

2014 ◽  
Vol 20 (4) ◽  
pp. 463-484 ◽  
Author(s):  
Jae Uk Chun ◽  
Byoung Kwon Choi ◽  
Hyoung Koo Moon
Keyword(s):  
Performance Feedback ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Feedback Seeking ◽  
Self Monitoring ◽  
Supervisory Relationships ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Seeking Behavior ◽  
The Relationship

AbstractThis study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

Compensatory Coping Through the Extension of Working Hours

2019 ◽  
Vol 63 (3) ◽  
pp. 115-128 ◽  
Author(s):  
Maie Stein ◽  
Sylvie Vincent-Höper ◽  
Nicole Deci ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Job Demands ◽  
Working Hours ◽  
Well Being ◽  
Leader Member Exchange ◽  
Workplace Health ◽  
High Quality ◽  
Data Analyses ◽  
Member Exchange ◽  
The Relationship ◽  
Advance Knowledge

Abstract. To advance knowledge of the mechanisms underlying the relationship between leadership and employees’ well-being, this study examines leaders’ effects on their employees’ compensatory coping efforts. Using an extension of the job demands–resources model, we propose that high-quality leader–member exchange (LMX) allows employees to cope with high job demands without increasing their effort expenditure through the extension of working hours. Data analyses ( N = 356) revealed that LMX buffers the effect of quantitative demands on the extension of working hours such that the indirect effect of quantitative demands on emotional exhaustion is only significant at low and average levels of LMX. This study indicates that integrating leadership with employees’ coping efforts into a unifying model contributes to understanding how leadership is related to employees’ well-being. The notion that leaders can affect their employees’ use of compensatory coping efforts that detract from well-being offers promising approaches to the promotion of workplace health.

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