The Role of Authentic Leadership in Shaping Performance Feedback Reactions: The Mediating Role of Trust in Leader

IF 1.4 Q3 MANAGEMENT South Asian Journal of Human Resource Management Pub Date : 2021-12-12 DOI:10.1177/23220937211059617

Muhammad Asad, G. Dastgeer, Nadeem Uz Zaman, Zeeshan Khalid, M. Brohi, Asia Bibi

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引用次数: 5

Abstract

In this study we attempted to explore the effect of authentic leadership on followers’ feedback reactions in the performance appraisal context using trust in leader as the mediating variable. We collected data from a sample of 183 employees working in the information technology sector of Pakistan using a self-administered questionnaire, employing a cross-sectional study design with convenience sampling technique. The study provided empirical evidence about the effect of authentic leadership on performance feedback reactions and the associated mediating mechanism. It drew on authentic leadership theory and investigated why such a leadership style was important in making the performance appraisal process successful and effective. As hypothesized, authentic leadership significantly predicted perceived feedback accuracy and utility (two feedback reactions in performance appraisal). Our findings confirmed that there was a significant mediating effect of trust in leaders between authentic leadership and performance feedback reactions. The inferences drawn based on the results suggested that raters’ authenticity in performance appraisal context creates a trusting situation and leads to ratees’ perception of feedback accuracy and utility.

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真实型领导在绩效反馈反应形成中的作用:信任的中介作用

本研究以领导者信任为中介变量，探讨真实领导对绩效评估情境下下属反馈反应的影响。我们从183名在巴基斯坦信息技术部门工作的员工中收集数据，使用自填问卷，采用方便抽样技术的横断面研究设计。本研究为真实型领导对绩效反馈反应的影响及其中介机制提供了实证证据。它借鉴了真实的领导理论，并调查了为什么这种领导风格在使绩效评估过程成功和有效方面很重要。正如假设，真实领导显著预测感知反馈准确性和效用(绩效评估中的两种反馈反应)。我们的研究结果证实了领导者信任在真实领导与绩效反馈反应之间存在显著的中介效应。基于结果得出的推论表明，评价者在绩效评估情境中的真实性创造了一种信任情境，并导致评价者对反馈准确性和实用性的感知。

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来源期刊

South Asian Journal of Human Resource Management MANAGEMENT-

CiteScore

2.30

自引率

23.50%

发文量

期刊介绍： South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.