Relationships between LMX and subordinates’ feedback-seeking behaviors

Hye Eun Lee1, Hee Sun Park1, Tai Sik Lee2, Dong Wook Lee3
1Michigan State University, United States
2Hanyang University, Republic of Korea
3Cheju National University, Republic of Korea
Cite this article:  Lee, H., Park, H., Sik Lee, T., & Lee, D. (2007). Relationships between LMX and subordinates’ feedback-seeking behaviors. Social Behavior and Personality: An international journal, 35, 659-674.

Volume 35 Issue 5 | e1601 | Published: June 2007 | DOI: https://doi.org/10.2224/sbp.2007.35.5.659

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Relationships among subordinates’ feedback-seeking strategy preferences, Leader-Member Exchange (LMX), social cost, and source credibility were examined. Employees (N = 134) of civil engineering companies in South Korea completed a questionnaire. Findings showed that LMX quality, social cost, and source credibility either independently or jointly influenced subordinates’ feedback-seeking strategy preferences. LMX was positively related to preference for using direct strategies, but not significantly related to preferences for using indirect strategies and for using third-party strategies. As moderators, increases in social cost and source credibility were associated with changes in the relationship between LMX and preference for third-party strategies. More detailed explanations and implications of these findings are discussed.
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