Leading by Example: Supervisor Downward Feedback Seeking, Power Distance, and the Implications for the Feedback Environment

Abstract

This study explores the relationship between supervisors’ feedback-seeking behavior (FSB) and (1) employees’ FSB and (2) employees’ perceptions of the feedback environment. It examines the moderating role of power distance perceptions in order to study FSB in high power distance contexts. Participants were asked to track feedback exchanges with their supervisor over a two-week period. Surveying 273 employees across 32 diverse organizations, the study reveals a positive correlation between supervisors’ FSB and employees’ FSB and their perceptions of the feedback environment. Employees seemed to mimic their supervisors’ seeking behaviors, emphasizing the importance of positive role modeling. Importantly, the relationship was more pronounced when power distance was high, indicating the significance of supervisors’ FSB in such contexts. The study challenges the traditional employee-centered perspective on FSB by focusing on FSB by individuals in leadership positions. Based on these findings, organizations can develop training interventions that encourage supervisors to model effective behaviors.