Abstract
PurposeThe current paper aims to analyse the antecedents of leader–member exchange relationships (LMX) by specifically focusing on the influence of the supervisor’s feedback delivery tactic.Design/methodology/approachThis study uses qualitative research methods with primary interviews as the main data source. Primary interviews with 40 managers from top supermarkets in Nigeria, South Africa and the UK were undertaken.FindingsThe authors found that both high-quality positive feedback and constructive criticisms produced the same feelings – more positive interpersonal relationships with their supervisors, higher levels of commitment to their organisations, higher job satisfaction and thus, high-quality LMX relationships. Where criticisms were delivered without greater interpersonal treatment, feedback was perceived as negative, and participants revealed lack of job satisfaction, lack of commitment to their organisations, poor interpersonal relationship with their supervisors, high turnover intent and thus low-quality LMX relationship.Originality/valueTo the best of the authors’ knowledge, the current paper is one of the first studies to highlight the consequences of different feedback delivery tactics on subsequent LMX quality particularly in African context. The authors specifically develop a process-based model of enhancing high-quality LMX, which shows the role of the supervisor’s feedback delivery tactic in the process. The authors also develop a process-based model that illustrates how negative/unconstructive feedback could result in a low-quality LMX. Finally, to the best of the authors’ knowledge, this paper is also one of the first to offer a comparative assessment between African and British (the UK) empirical settings and highlight some interesting dynamics concerning LMX quality and role of supervisor’s feedback delivery tactic.
Highlights
The current study examines the influence of various feedback delivery tactics on subsequent leader–member exchange relationships (LMX) quality in selected top supermarkets in Nigeria, South African and their UK counterparts
In terms of feedback frequency, there was a pronounced difference between countries in how often store managers received feedback – daily in Nigeria, weekly in South Africa and quarterly in the UK
From participants’ responses, we found a logical sequence of how positive feedback and constructive criticisms link to a high-quality LMX relationship
Summary
As an emerging market with a wealth of opportunities (George et al, 2016, p. 377), Africa needs a large body of management research that places the continent in the mainstream management literature (Beugré, 2020; George et al, 2016; Jackson, 2015; Nkomo, 2017; Zoogah et al, 2015a, 2015b). Selecting supermarkets from these three countries fits well into the increased interest in examining how various leadership dimensions and LMX can complement and influence each other (Boer et al, 2016; Carter et al, 2013), especially in various settings This decision to draw these supermarkets from three different countries was to help provide the researchers with the much-needed data for comparing the application of existing organisational theories in the UK’s top supermarket and the African contexts (Beugré, 2020), which will help to boost management research in Africa and place the continent in the mainstream management literature (ibid)
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