Why and when does inclusive leadership evoke employee negative feedback-seeking behavior?

Jun Song, Dongdong Wang and Changqing He

European Management Journal, 2023, vol. 41, issue 2, 292-301

Abstract: Why and when do employees respond to inclusive leadership by actively seeking negative feedback from their leaders? Beyond the perspectives proposed in previous studies, we offer a new angle based on a social identity perspective and propose that inclusive leadership increases employees' negative feedback-seeking behavior (NFSB) by facilitating employees' organizational identification. We also theorize that employees' supervisor organizational embodiment (SOE) influences the extent to which employees identify with the organization, which in turn triggers their NFSB. The results from a three-wave survey study conducted in China showed that inclusive leadership fostered employees' organizational identification, thereby facilitating employees' NFSB, and that the effect of inclusive leadership was stronger when employees’ SOE was higher. Our findings provide implications in theory and practice.

Keywords: Inclusive leadership; Negative feedback-seeking behavior; Organizational identification; Supervisor organizational embodiment (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:41:y:2023:i:2:p:292-301

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DOI: 10.1016/j.emj.2022.02.004

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