Make my boss happy : perceived work performance, supervisor-attributed motives, feedback-seeking behavior, leader-member exchange, and objective work performance

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Make my boss happy : perceived work performance, supervisor-attributed motives, feedback-seeking behavior, leader-member exchange, and objective work performance

 

Author: Lam, Kwok-yee Wing
Title: Make my boss happy : perceived work performance, supervisor-attributed motives, feedback-seeking behavior, leader-member exchange, and objective work performance
Degree: Ph.D.
Year: 2006
Subject: Hong Kong Polytechnic University -- Dissertations.
Employees -- Rating of.
Feedback (Psychology)
Performance.
Leadership.
Supervision of employees.
Department: Dept. of Management and Marketing
Pages: 190 leaves : ill. ; 30 cm.
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b2059269
URI: http://theses.lib.polyu.edu.hk/handle/200/2450
Abstract: The major objectives of the research are to investigate (1) when and how feedback-seeking behavior of subordinates is associated with the quality of leader-member exchange (LMX); (2) how supervisors' interpretations of what motivates their subordinates' feedback-seeking behavior affect the consequences of such behavior for both the quality of leader-member exchange (LMX) and subordinates' work performance; (3) whether and how supervisors' perceived work performance of subordinates affect their attributions of motives for subordinates' feedback-seeking behavior. The research includes three studies. In Study 1, using a sample of 209 supervisor-subordinate dyads from a telecommunication service company in mainland China, I found that subordinates' feedback-seeking behavior was positively related to the quality of LMX when supervisors interpreted the feedback-seeking behavior of subordinates as being driven more by task-enhancement motives or less by impression management motives. In Study 2, using a sample of 240 supervisor-subordinate dyads from two manufacturing firms in mainland China, I further confirmed the findings of Study 1, and additionally found that negative feedback-seeking behavior was positively related to LMX, which, in turn, was conducive to increase work performance. However, this relationship only occurred when supervisors attributed subordinates' negative feedback-seeking behavior as being driven more by task-enhancement motives or less by impression management motives. Study 3 which had a longitudinal research design, used 300 supervisor-subordinate dyads from a manufacturing firm in China. Through this study, I further confirmed the findings of Study 1, and additionally found that supervisors attributed good performers' feedback-seeking behavior as being driven more by task-enhancement motives or less by impression management motives.

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