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It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking

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Abstract

Identifying the antecedents of feedback seeking has attracted and continues to attract considerable research attention. In this study, we developed a model to advance this research line and tested it with data from a sample of 248 supervisor–subordinate dyads. The results suggest that leader’s listening behavior positively relates to employees’ feedback seeking, mediated by employees’ feedback self-efficacy. Furthermore, perceived organizational support moderates the relationship between leader’s listening behavior and employees’ feedback self-efficacy.

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Acknowledgements

This study was funded by Natural Science Foundation of China.

Author information

Authors and Affiliations

  1. Business School, Beijing Normal University, Beijing, 100875, China

    Jing Qian, Bin Wang, Baihe Song, Lanjun Wu & Yiyun Fang

  2. School of Business, Jiangxi Normal University, 99 Ziyang Street, Nanchang, 330027, China

    Xiaoyan Li

Authors
  1. Jing Qian
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  2. Bin Wang
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  3. Baihe Song
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  4. Xiaoyan Li
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  5. Lanjun Wu
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  6. Yiyun Fang
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Correspondence to Jing Qian.

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Ethical Approval

All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.

Grant Support

This research is supported by the national Natural Science Foundation of China (project 71672012 & 71662017).

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All of the authors declare that they have no conflict of interest.

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Qian, J., Wang, B., Song, B. et al. It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking. Curr Psychol 38, 803–810 (2019). https://doi.org/10.1007/s12144-017-9656-y

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