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Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics

Published online by Cambridge University Press:  14 November 2014

Jae Uk Chun ,
Byoung Kwon Choi  and
Hyoung Koo Moon
Jae Uk Chun*
Affiliation:
Korea University Business School, Korea University, Anam-Dong, Seongbuk-Gu, Seoul, Korea
Byoung Kwon Choi
Affiliation:
College of Business, Sangmyung University, Hongji-Dong, Jongno-Gu, Seoul, Korea
Hyoung Koo Moon
Affiliation:
Korea University Business School, Korea University, Anam-Dong, Seongbuk-Gu, Seoul, Korea
*
Corresponding author: juchun@korea.ac.kr
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Abstract

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

Keywords

feedback-seeking behaviorleader-member exchangecost of feedback-seekingself-monitoringleader credibilitymoderated mediation
Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 4 , July 2014 , pp. 463 - 484
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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