The Effects of Dynamic Work Environments on Entrepreneurs' Humble Leader Behaviors: Based on Uncertainty Reduction Theory

Although it is widely acknowledged that the environments faced by entrepreneurs now are more dynamic than ever, little is known about the effect of dynamic work environments on entrepreneurs' leader behaviors. Based on the uncertainty reduction theory and the data from 197 entrepreneurs and their subordinates, this research found a positive relationship between dynamic work environments and entrepreneurs' humble leader behaviors. Moreover, this positive relationship can be mediated by entrepreneurs' feedback-seeking behavior. And the relationship between dynamic work environments and entrepreneurs' humble leader behaviors (via feedback-seeking) can be moderated by entrepreneurs' intolerance of uncertainty. The contributions and implications of this study are discussed.

Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

The Feedback-Seeking Personality: Big Five and Feedback-Seeking Behavior

This study examined the influence of the Big Five domains of personality on six combinations of feedback-seeking behavior. A survey was completed by 130 full-time employees and showed the following results: Neuroticism increased indirect inquiry from supervisors and direct and indirect inquiry from coworkers. Extraversion increased direct and indirect inquiry from supervisors. Openness to experience increased reflective appraisal from supervisors and coworkers. Conscientiousness increased direct inquiry from supervisors. Agreeableness did not influence any of the feedback-seeking combinations. The variability in feedback-seeking behavior explained by the Big Five ranged from 4.2% to 7.6%. Results of this study indicate that a person’s feedback-seeking behavior is partially attributable to his or her personality makeup.

Individual- and Perceived Contextual-Level Antecedents of Individual Technical Information Inquiry in Organizations

The authors conducted an empirical study in research and development centers and research-oriented commercial companies in Singapore to test a model for understanding individuals' technical information inquiry behavior in organization settings. Individual-level antecedents (learning orientation, risk-taking propensity, and self-efficacy) and perceived contextual-level antecedents (management support, relationship quality, organizational norms favoring technical information inquiry, and accessibility of the information source) were theorized to affect one's evaluation of the potential benefits and costs in making technical information inquiries. The results showed that the perceived norms favoring technical information inquiry affected the willingness of individuals to make technical information inquiries through the mediating variable, expectancy value. In addition, compared with individual-level variables, perceived contextual-level variables explained slightly more variance in the willingness to make technical information inquiries. Theoretical and practical implications are discussed.

An integrated model of feedback-seeking behavior: disposition, context, and cognition

This study replicates, integrates, and extends prior research on the dispositional, contextual, and cognitive antecedents of feedback-seeking behavior. Regression analysis was used to analyze data collected from a sample of salespeople (N = 310) from 2 Fortune 500 companies. The study hypotheses were supported with the following results. First, the individual disposition of learning goal orientation and the contextual factors of leader consideration and leader initiation of structure influenced cognitions about the perceived cost and value of feedback seeking. Second, the strength of the relationship of learning goal orientation with the cost and value perceptions was moderated by the leadership style of the supervisor.