The relationships between implicit theories, leader -member exchange, and performance feedback
Abstract
The purpose of the present study was to examine the relationships between implicit theories, the quality of leader-member exchange (LMX), and the type of process-feedback and person-feedback given to subordinates. Randomly selected manager and subordinate dyads reported the types of feedback they provided and received, respectively. Managers reported their beliefs regarding the degree to which intelligence is fixed and subordinates responded to measures of the quality relationship they shared with their managers. Multiple regression analyses revealed that entity managers were more likely to give process-criticism feedback than incremental managers and incremental managers were more likely to give person-praise feedback than entity managers. Results also showed that the quality of LMX was positively associated with person-praise and process-praise feedback, and negatively associated with person-criticism and process-criticism feedback. Findings are discussed in terms of the contributions they make to the literature. Specifically, this dissertation is among the first of its kind to examine the specific types of feedback messages real managers give real subordinates in real organizational settings and the different factors that influence managers to give different feedback.
Degree
Ph.D.
Advisors
Henry, Purdue University.
Subject Area
Occupational psychology|Management
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