Feedback-Seeking Behavior and Leader-Member Exchange: Do Supervisor-Attributed Motives Matter?

By W. Lam, Xu Huang, E. Snape. 2007

284 citations recorded by the source corpus.

We investigated how supervisors' interpretations of what motivates their subordinates' feedback-seeking behavior were related to both the quality of leader-member exchange and subordinates' work pe...

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/194cfb6051d15d360b5e310a0cd4c9a1322b0ad8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. S. Hannah
2. M. Bolino
3. Bruce J. Avolio
4. P. D. Harms
5. P. Lester
6. Alexander Newman
7. D. Day
8. R. Liden

In Social Psychology

1. S. Hannah
2. Bruce J. Avolio
3. M. Bolino
4. P. D. Harms
5. P. Lester
6. G. Vogelgesang
7. D. Day
8. Alexander Newman

Citations in the corpus

• Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance (2011, methodology): “As these analyses yielded results similar to those of the HLM analyses and given the low ICC and rwg(j) values, we followed the recommended approach of only reporting the results of the regression and path analyses (Lam et al., 2007; van der Vegt, van de Vliert, & Oosterhof, 2003).3, 4”
• Differentiation in leader-member exchange: A hierarchical linear modeling approach (2010, methodology): “” Leaders’ subjective evaluation of members’ performance wasmeasured by four-item scale from Liden et al. (1993), with an alpha of .”
• Are You Willing and Able? Roles of Motivation, Power, and Politics in Career Growth (2010, background): “…of political behavior on career outcomes are contingent on how the target perceives and reacts to such influence attempts as well as on individuals’ abilities to create desirable impressions without raising suspicions concerning their hidden motives (e.g., Lam et al., 2007; Treadway et al., 2007).”
• Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence (2010, background): “But leaders may not trust the actions of high self-monitors and reject their acts as blatant attempts at ingratiation (Lam, Huang, & Snape, 2007 ).”
• A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “For instance, Lam, Huang, and Snape (2007) found that supervisors responded negatively to subordinate feedback seeking when it was seen as being driven by IM concerns.”
• Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX) (2012, background): “In addition, researchers have identified a need for more studies of LMX in the Asian context (Hui, Law, & Chen, 1999; Lam et al., 2007).”
• How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, background): “In addition, proactive individuals are more likely to seek and act upon the extensive feedback provided by servant leaders than more passive individuals (Lam et al. 2007).”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “This may occur because leaders will interpret such behavior as an indication of ulterior motives (W. Lam et al., 2007).”