Abstract
ABSTRACT This paper examines leaders’ role modeling of negative feedback-seeking behavior (NFSB). We hypothesized that leaders who solicit negative feedback from their followers increase followers’ negative feedback-seeking and that this relationship is moderated by leaders’ differentiation in negative feedback-seeking. Leaders engaging in authentic NFSB by not differentiating (i.e., asking all followers equally for feedback) should yield a stronger effect on followers’ NFSB. Data was collected from leaders and followers from two German police departments (N = 130 leader-follower dyads). Results support the hypotheses showing leaders’ role modeling of NFSB. Particularly in the police, errors and mistakes are often concealed or even covered up. Our results show that it is vital for police leaders to actively solicit critical information from all their followers to signal their followers that this behavior is accepted and welcomed. Our findings can be considered when decisions regarding leadership selection, promotion, and development are made.
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