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.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 501-512 |
| Number of pages | 12 |
| Journal | Leadership Quarterly |
| Volume | 29 |
| Issue number | 4 |
| DOIs | |
| State | Published - Aug 2018 |
All Science Journal Classification (ASJC) codes
- Business and International Management
- Sociology and Political Science
- Applied Psychology
- Organizational Behavior and Human Resource Management