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The Effect of Transformational and Transactional Leadership Perceptions on Feedback‐Seeking Intentions
Author(s) -
Levy Paul E.,
Cober Richard T.,
Miller Terri
Publication year - 2002
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2002.tb02771.x
Subject(s) - transformational leadership , transactional leadership , psychology , social psychology , perception , vignette , leadership style , operationalization , coaching , affect (linguistics) , communication , philosophy , epistemology , neuroscience , psychotherapist
This paper explores the relationship between leadership style as operationalized by trans‐formational/transactional leadership (Bass, 1985) and feedback‐seeking behavior. Participants ( n = 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback‐seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback‐seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback‐seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.