Abstract
Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.
Highlights
It has been established that individuals’ assessment of their ability to accomplish a given task effectively predicts the level of determination in accomplishing that task (Bandura, 2010)
Given that most studies on feedback hardly consider its perceived value to the receiver, we aim to provide insights into the moderation effect of perceived value on the relationship between leadership style and self-efficacy if analyzed through a cross-cultural lens
Based on the analyzed data, we demonstrate that the qualities of both transactional and transformational leaders as exhibited by Chinese supervisors, positively influence the self-efficacy of foreign teachers
Summary
It has been established that individuals’ assessment of their ability to accomplish a given task effectively predicts the level of determination in accomplishing that task (Bandura, 2010). And unconsciously seeking information about the outcomes of one’s self-efficacy is useful for interpreting and realigning oneself to fit the environment, and aids in the maintenance of positive behaviors. Cross-cultural adaptation (CCA) is a phenomenon that deals with how foreigners adapt to working conditions in their new environment (Kim, 2001). Kim’s assumption in the CCAT is that people adapt to problems from a given environment by maintaining a balance within the system through several communication styles. These modes of communication are found in feedback systems and influence the degree to which that feedback produces self-efficacy in followers.
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