Abstract
AbstractDespite an increasing number of studies that show a positive relationship between the supportiveness of the feedback source and feedback seeking, little is known about the role that supervisors play in promoting employee feedback-seeking behaviour when they serve as feedback sources. The present article developed a model to fill this void and tested it with data from a sample of 237 supervisor–subordinate dyads. We hypothesized and found that authentic leadership was positively related to feedback-seeking behaviour mediated by both perceived instrumental value and image cost of feedback seeking. The results also demonstrated that employees' individual cultural value of power distance moderated the relationships between authentic leadership and the perceived instrumental value and image cost of feedback seeking.
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