Leader behavior: gatekeeper to voluntary upward feedback

Abstract

PurposeThe purpose of this paper is to examine the influence of leader behaviors on follower attitudes and intentions toward providing voluntary upward feedback to their leader.Design/methodology/approachThis experimental study exposed subjects to one of three different descriptions depicting a relationship‐oriented leader, a task‐oriented leader, or a leader who displays a high level of task and relationship behaviors. Surveys assessing both follower attitudes and intentions toward voluntary upward feedback were administered based on pre‐existing scales that were modified for the study.FindingsAs hypothesized, a leader displaying a high level of relationship orientation did foster significantly higher attitude scores. In contrast, perceptions of a leader displaying high task orientation in conjunction with a high relationship orientation were not found to significantly differ from a high relationship‐oriented leader. Finally, the results of the study indicate that positive attitudes toward providing voluntary upward feedback are likely to result in positive intentions to actually provide this feedback.Originality/valueThe paper's findings indicate that leaders who emphasize relationships with followers may increase followers' propensity to provide voluntary upward feedback. Leaders may utilize these findings to alter behaviors in order to promote greater amounts of voluntary feedback from followers. Potentially beneficial behaviors are addressed in the paper.

Only When They Seek: Exploring Supervisor and Resident Perspectives and Positions on Upward Feedback

“…At the individual level, self-awareness, feedback seeking, welcoming diverse input, and emphasis on relationships have been described as behaviors that enhance acceptance of upward feedback. 20,33,34 Additionally, a of psychological safety, defined as the degree to which people view the environment as conducive to speaking up "across status lines" or asking for help is critical for feedback provision by trainees. 35,36 In health care, hierarchical communication patterns and emphasis on autonomy can be barriers to psychological safety, 37 thus active goal-oriented feedback seeking by supervisors, acknowledgement of own limitations, and conveying the desire for continuing improvement would be essential.…”

Bankacılık Sektöründe Astların Yöneticilerinin Mevcut Liderlik Davranışları ile İdeal Liderlik Davranışlarına İlişkin Algılamaları

“…Liderlik becerilerine ilişkin olarak; kadın yöneticiler insani beceriler alanında erkek yöneticilerden daha yüksek değerlenmiş, erkek yöneticiler ise işle ilgili beceriler ve genel performans düzeyi açısından daha yüksek değerlenmiştir. Lider davranışlarının geri bildirim tutumlarını araştıran Kilburn (2007), çalışanlarla iyi iletişim kuran liderler sayesinde yapılan işlerde geri bildirimlerin arttığını saptamıştır.…”