Abstract
As a new leadership model, transformational leadership style and the impact on employee behaviours have become hot topics in the field of organizational behaviour. Through the questionnaire surveys of 330 employees and their direct leaders, this study explored the relationship between transformational leadership style and feedback-seeking behaviour of employees, as well as examined the mediating role of organizational identity and the moderating effects of power distance. The result shows that: Transformational leadership can enhance the subordinates’ organizational identification, thus increase frequency of feedback-seeking behaviour; besides, power-distance controls this process negatively.
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