When is Criticism Not Constructive? The Roles of Fairness Perceptions and Dispositional Attributions in Employee Acceptance of Critical Supervisory Feedback

238 citations recorded by the source corpus.

How researchers see this paper

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

Moderators of employee reactions to negative feedback (2004, background): “Feedback provided with greater interpersonal fairness has been shown to result in more favorable dispositional attributions about the feedback source, more acceptance of the feedback source and more favorable reactions to the organization overall ( Leung et al. , 2001”
Justice for all? Progress in Research on Cultural Variation in the Psychology of Distributive and Procedural Justice (2000, background): “Leung et al. (1998) argued that one reason for the heightened sensitivity toward the high pay of expatriate mangers is that many more locals had worked closely with expatriates.”
Leadership and fairness: The state of the art (2006, background): “Leung, Wang, and Smith ( 2001 ) find that leader interactional fairness predicts job satisfaction and commitment (but not leadership satisfaction and turnover intentions), while Leung, Su, and Morris ( 2001 ) show in a scenario experiment that leader interactional fairness positively affects trust i”
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work (2008, methodology): “Leung et al. (2001) revealed that recipients had higher levels of trust in and satisfaction with the supervisor and accepted negative feedback more readily when they perceived this feedback to be interpersonally fair.”