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It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking

Abstract

Identifying the antecedents of feedback seeking has attracted and continues to attract considerable research attention. In this study, we developed a model to advance this research line and tested it with data from a sample of 248 supervisor–subordinate dyads. The results suggest that leader’s listening behavior positively relates to employees’ feedback seeking, mediated by employees’ feedback self-efficacy. Furthermore, perceived organizational support moderates the relationship between leader’s listening behavior and employees’ feedback self-efficacy.

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Acknowledgements

This study was funded by Natural Science Foundation of China.

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Correspondence to Jing Qian.

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All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.

Grant Support

This research is supported by the national Natural Science Foundation of China (project 71672012 & 71662017).

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All of the authors declare that they have no conflict of interest.

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Qian, J., Wang, B., Song, B. et al. It Takes Two to Tango: the Impact of Leaders’ Listening Behavior on Employees’ Feedback Seeking. Curr Psychol 38, 803–810 (2019). https://doi.org/10.1007/s12144-017-9656-y

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Keywords

  • Listening behavior
  • Feedback self-efficacy
  • Feedback seeking
  • Perceived organizational support