The Feedback-Seeker in his Social Labyrinth: The mediating role of goals and cooperative norms in linking empowering leadership to feedback-seeking behavior
AbstractThis study examines the intra-personal and interpersonal mechanisms through which empowering leaders impact their followers’ selection of feedback sources. Drawing on goal theories and the group-norms literature, we developed and tested an individual and multilevel model of feedback-seeking behavior. Using a sample of 991 employees, working in 185 teams, we found that empowering leaders indirectly influenced their followers’ selection of feedback sources by encouraging autonomous goal pursuit and cooperative group norms.
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Bibliographic InfoPaper provided by Ghent University, Faculty of Economics and Business Administration in its series Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium with number 08/534.
Length: 48 pages
Date of creation: Sep 2008
Date of revision:
Other versions of this item:
- De Stobbeleir, K. & Buyens, D., 2008. "The feedback-seeker in his social labyrinth: the mediating role of goals and cooperative norms in linking empowering leadership to feedback-seeking behavior," Vlerick Leuven Gent Management School Working Paper Series 2008-13, Vlerick Leuven Gent Management School.
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- K. E. M. De Stobbeleir & S. J. Ashford & D. Buyens, 2008. "Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/533, Ghent University, Faculty of Economics and Business Administration.
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