Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships

The paradoxical role of subordinate expertise

Jae Uk Chun, Dongseop Lee, John Joseph Sosik

Research output: Contribution to journalArticle

1 Citation (Scopus)

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 languageEnglish (US)
Pages (from-to)501-512
Number of pages12
JournalLeadership Quarterly
Volume29
Issue number4
DOIs
StatePublished - Aug 1 2018

Fingerprint

expertise
leader
Expertise
Negative feedback
Feedback seeking
Leader-member exchange

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

Cite this

@article{cd3b31ca86ed4a8eaef1701fa28c4e9c,
title = "Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships: The paradoxical role of subordinate expertise",
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.",
author = "Chun, {Jae Uk} and Dongseop Lee and Sosik, {John Joseph}",
year = "2018",
month = "8",
day = "1",
doi = "10.1016/j.leaqua.2017.11.001",
language = "English (US)",
volume = "29",
pages = "501--512",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier Inc.",
number = "4",

}

Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships : The paradoxical role of subordinate expertise. / Chun, Jae Uk; Lee, Dongseop; Sosik, John Joseph.

In: Leadership Quarterly, Vol. 29, No. 4, 01.08.2018, p. 501-512.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Leader negative feedback-seeking and leader effectiveness in leader-subordinate relationships

T2 - The paradoxical role of subordinate expertise

AU - Chun, Jae Uk

AU - Lee, Dongseop

AU - Sosik, John Joseph

PY - 2018/8/1

Y1 - 2018/8/1

N2 - 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.

AB - 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.

UR - http://www.scopus.com/inward/record.url?scp=85033599733&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85033599733&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2017.11.001

DO - 10.1016/j.leaqua.2017.11.001

M3 - Article

VL - 29

SP - 501

EP - 512

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 4

ER -