Authentic leadership and feedback-seeking behaviour: An examination of the cultural context of mediating processes in China

被引：1

作者：

Qian, Jing ^{[1
]}

Lin, Xiaosong ^{[2
]}

Chen, George Zhen-Xiong ^{[2
]}

机构：

[1] Beijing Normal Univ, Sch Econ & Business Adm, Dept Human Resource Management, Beijing 100875, Peoples R China

[2] Australian Natl Univ, Sch Management Mkt & Int Business, Canberra, ACT, Australia

来源：

JOURNAL OF MANAGEMENT & ORGANIZATION | 2012年 / 18卷 / 03期

关键词：

authentic leadership; feedback-seeking behaviour; perceived instrumental value of feedback seeking; perceived image cost of feedback seeking; power distance; PERCEIVED ORGANIZATIONAL SUPPORT; MEMBER EXCHANGE; INTEGRATED MODEL; POWER DISTANCE; SELF; PERFORMANCE; ORIENTATION; INFORMATION; VALUES; LEVEL;

D O I：

暂无

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Despite an increasing number of studies that show a positive relationship between the supportiveness of the feedback source and feedback seeking, little is known about the role that supervisors play in promoting employee feedback-seeking behaviour when they serve as feedback sources. The present article developed a model to fill this void and tested it with data from a sample of 237 supervisor-subordinate dyads. We hypothesized and found that authentic leadership was positively related to feedback-seeking behaviour mediated by both perceived instrumental value and image cost of feedback seeking. The results also demonstrated that employees' individual cultural value of power distance moderated the relationships between authentic leadership and the perceived instrumental value and image cost of feedback seeking.

引用

页码：286 / 299

页数：14

共 73 条

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Aiken L. S., 1991, Multiple regression: Testing and interpreting interactions

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