Delivering Feedback: Supervisors’ Source Credibility and Communication Competence

Westerman, Catherine Y. Kingsley; Reno, Katie M.; Heuett, Kyle B.

doi:10.1177/2329488415613338

Cited by 26 publications

(21 citation statements)

References 46 publications

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“…In case of source availability (H4d), no statistically significant relationship was found. There are no doubts that feedback is needed to improve performance (Kingsley Westerman et al 2018). However, to start improving their performance employees must believe that the deliverer of the information is a credible source (Kingsley Westerman et al 2018).…”

Section: Resultsmentioning

confidence: 99%

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Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

Stankevičiūtė

Savanevičienė

2021

Economies

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In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the relevance of work engagement and organisational justice in the public sector and acknowledging a worldwide employee engagement crisis, the paper aims at revealing the linkage between leaders’ behaviour in performance management, organisational justice, and employee engagement in the public sector. In doing this, quantitative data were collected in a survey from employees working in the public sector in Lithuania (299 responses). The findings showed that goal setting and feedback had a significant and positive effect on employee engagement, supporting the theoretical notion that leaders’ behaviour in performance management was crucial in engaging people. As it was expected, goal setting and feedback had a positive effect on organisational justice; meanwhile, organisational justice significantly and positively predicted employee engagement. Turning to the mechanism by which leaders’ behaviour influences work engagement, it seems that organisational justice partly mediated the relationships between goal setting and employee engagement and fully mediated the relationships between feedback and work engagement. These findings affirm that public sector should strive for improving the leaders’ behaviour in performance management as it in turn might impact overall organisational performance.

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Section: Resultsmentioning

confidence: 99%

“…There are no doubts that feedback is needed to improve performance (Kingsley Westerman et al 2018). However, to start improving their performance employees must believe that the deliverer of the information is a credible source (Kingsley Westerman et al 2018). Further, feedback requires quality, i.e., usefulness and consistency of the message.…”

Section: Resultsmentioning

confidence: 99%

Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

Stankevičiūtė

Savanevičienė

2021

Economies

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“…Higher empathy also allows leaders to better understand and respond to a follower’s needs in a way that furthers performance. A leader who better understands and anticipates a follower can decide what management technique will improve poor performance or enhance good performance (Gavin, Green, & Fairhurst, 1995; Westerman, Reno, & Heuett, 2018). Use of appropriate feedback to followers will give a worker greater confidence in what he or she needs to accomplish and specifics on how to accomplish the tasks, thus reducing role ambiguity (House & Rizzo, 1972; M.…”

Section: Empathetic Leadership Workplace Outcomes and Causal Mechanmentioning

confidence: 99%

Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance

Kock

Mayfield

et al. 2018

Journal of Leadership & Organizational Studies

115

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This article presents a theory of empathetic leadership and its initial test. Empathetic leadership provides a model of how leader understanding and support improves follower behaviors and affective states. For this article, we explored the link between empathetic leadership and follower performance. Specifically, we tested the causal processes by which empathetic language influences follower performance. These processes include follower job satisfaction and innovation. Findings support model hypotheses and provide preliminary causal support for the model.

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“…Leaders who show a capacity for empathy have been said to show "love in action" (Lam, 2017), focussing solely on addressing followers' needs, taking their feelings into account and Paranoid personality and FLE's behaviours acting in a way that satisfies their needs and wants (Kock et al, 2019). With a better awareness of a follower's needs, an empathetic leader can specify intervention methods to enhance weak performance or increase good performance (Gavin et al, 1995;Kingsley Westerman et al, 2018). Providing the right supportive strategies and offering valuable feedback will make the followers more confident and self-reliant, enhance their psychological safety and improve their creative performance (House and Rizzo, 1972;Mayfield, 2009;Mayfield and Mayfield, 2012).…”

Section: Empathetic Leadership As a Moderatormentioning

confidence: 99%

Paranoid personality and frontline employee’s proactive work behaviours: a moderated mediation model of empathetic leadership and perceived psychological safety

Bani‐Melhem

Shamsudin

Abukhait

et al. 2020

JSTP

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PurposeThis study expands on research related to the dark side of personality traits by examining how individual dark personality affects proactive work behaviours. Specifically, the authors consider paranoia as a dark personality trait and propose that it negatively relates to perceived psychological safety and indirectly affects frontline employees' (FLEs) willingness to report customer complaints as well as their extra-role customer service. The authors also posit that empathetic leadership is a focal, contextual factor that mitigates the impact of paranoia on perceived psychological safety and, consequently, the willingness to report customer complaints and engage in extra-role customer service behaviour.Design/methodology/approachThe model was tested on a sample of 252 FLEs using process macro (Hayes, 2017) and AMOS. Data were collected from FLEs working in different hospitality organisations using a time-lagged design; supervisor-rated employee extra-role customer service was also measured.FindingsThe authors found that FLEs with a paranoid personality trait had a lesser sense of psychological safety at work, which reduced their willingness to engage in proactive work behaviours. However, this negative effect was mitigated by the presence of an empathetic leader.Originality/valueThe results are important because research has yet to determine which actions managers should take to counter the negative effects of dark personalities in the workplace.

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Delivering Feedback: Supervisors’ Source Credibility and Communication Competence

Cited by 26 publications

References 46 publications

Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance

Paranoid personality and frontline employee’s proactive work behaviours: a moderated mediation model of empathetic leadership and perceived psychological safety

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