Differential Effects of Leader's Negative Feedback Centrality on Individual and Group Performance

Abstract

Drawing on social exchange theory and social network perspective, the current study examines how leader's negative feedback centrality influences individual-level employee job performance and group-level group performance. Data was obtained from 225 sales employees and 27 store managers drawn from three automobile companies in Taiwan. Hierarchical linear modeling (HLM) analyses and multiple regression analyses were used to test the research hypotheses. The results reveal that trust in supervisor mediated the relationship between informational justice and employee job performance. Leader's (1) overall job-performance, (2) technical-performance, and (3) role- fulfillment negative feedback centralities enhanced not only the relationship between informational justice and employee job performance, but also the relationship between trust in supervisor and employee job performance. Leader's social-behavior negative feedback centrality enhanced the relationship between informational justice and employee job performance. Leader's overall job-performance and role- fulfillment negative feedback centralities increased group performance. Finally, group cohesion moderated the relationship between role-fulfillment negative feedback centrality and group performance. Managerial implications and future research are discussed.