목표지향성, 상사부하 교환관계, 부하 신뢰성 인식이 상사의 부하로부터의 부정적 피드백추구행동에 미치는 영향 = The Effects of Leader’s Goal Orientation, Leader-Member Exchange, Perceived Follower Credibility on Negative Feedback-Seeking From Follower

다국어 초록 (Multilingual Abstract)

" As feedback is being considered as a valuable resource to improve employees’ work performance, many research have been conducted on the feedback-seeking behavior over the last thirty years. Since prior research primarily focused on follower’s feedback-seeking behavior, there is a natural lack of research on how leaders seek feedback from his/her followers. Indeed, feedback can be instrumental not only for followers but also for leaders in terms of capability development and performance enhancement. Moreover, although there are various characteristics of feedback-seeking behaviors such as method (inquiry, monitoring), timing, and type (positive, negative), methods or the frequency were the most addressed topic by previous works on feedback-seeking. Accordingly, feedback types have not received enough attention in the feedbackseeking literature. Especially negative feedback, which contains information about inadequacies in work behavior and performance, can help leaders to understand which areas of managerial role, work, and performance need to be improved and corrected. Therefore, negative feedback sought from followers by the leaders will be very critical for the improvement of managerial effectiveness.
In this regard, this study explores leaders’ negative feedback-seeking from followers beyond the prevailing follower-centric research on the relevant topic. First, we specifically investigate the relationships between leaders’ learning/avoiding performance goal orientation and negative feedback-seeking behavior from followers. Given that feedback-seeking behavior is basically an individual’s deliberate and voluntary effort to achieve a certain goal, these two types of goal orientation considered as dispositional personalities are expected to influence leaders’ feedback-seeking behavior. Second, considering that feedback-seeking behavior operates in the dyadic relationship between the seeker and the giver (i.e., feedback source), leaders’ perception of followers’ characteristics will influence on their feedback-seeking behavior, and will also interact with their learning/avoiding performance goal orientation. Therefore, we then examine the extent to which the quality of leader-member exchange (LMX) and leader’s perception on follower credibility affect the relationship between goal orientation types and negative feedbackseeking behavior.
The hypotheses were tested using 137 leader-follower dyad sample. As predicted, our results showed that leaders’ avoiding performance goal orientation was negatively related to the behavior of negative feedback-seeking from followers. Additionally, the results also confirmed that the quality of LMX and follower credibility had a positive influence on leaders’ negative feedbackseeking behavior. However, contrary to our hypothesis, we failed to find a significant positive relationship between leaders’ learning goal orientation types and negative feedback-seeking behavior from followers.
Moreover, we found that the quality of LMX and follower credibility had the moderating effects on the relationship between leaders’ goal orientations and negative feedback-seeking behavior. To be more specific, the negative relationship between avoiding performance goal orientation and negative feedback-seeking was weaker when the quality of LMX was higher. On the other hand, the positive relationship between learning goal orientation and negative feedback-seeking was stronger when both the quality of LMX and follower credibility were higher.
Our study offers several theoretical implications. First of all, this study contributed to the expansion of feedback-seeking literature by examining the leaders’ negative feedback-seeking mechanism. Especially, we found various predictors of leaders’ negative feedback-seeking from followers by considering leader’s dispositional (goal orientation) and follower’s characteristics (LMX and follower credibility).

국문 초록 (Abstract)

피드백은 개인의 성과향상에 중요한 자원으로 인식되면서, 그 동안 조직 내 구성원의 피드백추구행동에 대한 연구가 많이 이루어져 왔다. 그러나 선행연구들은 부하의 피드백추구행동에 초점을 두어 온 반면, 상사의 부하로부터의 피드백추구 행동에 대한 연구는 매우 미흡한 실정이다. 또한 피드백추구행동의 다양한 형태에도 불구하고 주로 피드백추구의 빈도 또는 방식을 중심으로 연구가 이루어진 반면, 피드백의 유형(긍정적, 부정적 피드백)에 대한 연구는 거의 이루어지지 않았다. 피드백은 부하뿐만 아니라 상사에게도 중요할 자원이며, 특히 부정적 피드백은 상사의 효과성 향상에 매우 중요할 수 있다. 이에 본 연구에서는 기존의 피드백추구행동의 관점을 확대하여, 상사의 부하로부터의 부정적 피드백추구행동에 초점을 두었다. 구체적인 연구가설로는 첫째, 피드백추구행동의 선행요인으로 개인의 기질적 특성인 상사의 학습목표지향성과 성과회피목표지향성이 부하로부터의 부정적 피드백추구행동에 각기 다른 영향을 준다는 점을 규명하고자 하였다. 둘째, 피드백추구는 피드백 추구자와 피드백을 제공하는 원천의 관계 속에서 이루어진다는 점에서, 부하의 전문성 및 능력에 대한 신뢰성 인식과 상사부하 교환관계가 상사의 부정적 피드백추구행동에 미치는 영향과 목표지향성간의 상호작용효과를 검증하고자 하였다.
가설검증 결과, 상사의 부하로부터의 부정적 피드백추구행동에 대해서 상사의 학습목표지향성은 긍정적 영향을 미치지 못하였으나, 성과회피목표지향성은 부정적 영향을 미치는 것으로 나타났다. 또한 상사가 인식하는 상사부하 교환관계와 부하 신뢰성은 상사의 부정적 피드백추구행동을 높이는 것으로 나타났다. 마지막으로 상호작용효과 측면에서 보면, 상사부하 교환관계가 높을수록 성과회피목표지향성과 부정적 피드백추구행동간의 부의 관계는 약화되었으나, 부하 신뢰성 인식이 높을수록 부정적 피드백추구행동에 대한 학습목표지향성의 긍정적 영향과 성과회피 목표지향성의 부정적 영향은 강해지는 것으로 나타났다.
본 연구는 기존의 피드백추구행동의 빈도 및 부하 중심 연구에서 벗어나. 상사의 부하로부터의 부정적 피드백추구행동의 선행요인을 규명함으로써 피드백추구 행동의 연구영역을 확대하고자 하였다. 상사의 기질적 특성인 목표지향성, 부하의 전문성 및 능력에 대한 상사의 신뢰성 인식, 상사부하의 교환관계의 질, 그리고 이들 간의 상호작용효과를 규명함으로써 피드백추구행동의 메커니즘에 대한 이해를 넓히는 효과를 제공하고 있다.

목차 (Table of Contents)

• 〈초록〉
• Ⅰ. 서론
• Ⅱ. 이론적 배경 및 연구가설
• Ⅲ. 연구방법
• Ⅳ. 실증분석 결과
• Ⅴ. 논의 및 시사점
• Ⅵ. 연구의 한계 및 향후 연구방향
• 참고문헌
• ABSTRACT

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