The paradoxical consequences of leader feedback seeking for subordinates: a theoretical framework

Abstract

Purpose Scholars in the feedback seeking domain have predominantly focused on subordinate feedback seeking. The authors still know very little about feedback seeking when the leader is the “seeker” and subordinates are the “targets” of such seeking. This paper aims to develop a theoretical framework that explores the potential benefits and costs of leader feedback seeking, specifically, leader feedback inquiry for subordinates. Design/methodology/approach The authors draw upon the transactional theory of stress to propose a framework in which leader feedback inquiry influences two subordinate behaviors (in-role and proactive skill development behaviors) via appraisal processes (challenge and threat appraisals). With insights from regulatory focus theory, the authors propose that individual characteristics, namely, the regulatory focus of subordinates (promotion and prevention focus), determine the appraisals of leader feedback inquiry, subsequently influencing subordinate behavioral outcomes. Findings The authors contend that leader feedback inquiry can be appraised as a challenge which then produces beneficial subordinate behaviors (i.e. higher in-role and proactive skill development behaviors). However, leader feedback inquiry can also be appraised as a threat which then elicits detrimental subordinate behaviors (i.e. lower in-role and proactive skill development behaviors). The authors then argue that subordinates with a high promotion focus appraise leader feedback inquiry as challenging, thereby enabling beneficial behaviors. Subordinates with a high prevention focus, by contrast, appraise leader feedback inquiry as threatening, thereby prompting detrimental behaviors. Originality/value The authors shed light on the benefits and costs of leader feedback seeking for subordinates. The resulting framework underlines the importance of including individual characteristics and cognitive appraisal processes in research investigating the effects of leader feedback inquiry on subordinate outcomes.

Linking Superior Developmental Feedback with Employee Job Satisfaction? A Conservation of Resources Perspective

“…Employees generally appreciate comments from their superiors, because this can help them to improve both their performance and the efficiency of their organization [ 14 ]. Therefore, employees would rather connect with and receive recognition from those in higher-ranking positions inside the organization than with and from their colleagues [ 15 , 16 ]. However, recent studies in organizational behavior have confirmed the reality of SDF and investigated its beneficial effects on employees’ behaviors [ 17 , 18 ].…”