title: Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate.
abstract: From a basis in social exchange theory, the authors investigated whether, and how, negative feedback-seeking behavior and a team empowerment climate affect the relationship between leader-member exchange (LMX) and member performance. Results showed that subordinates' negative feedback-seeking behavior mediated the relationship between LMX and both objective and subjective in-role performance. In addition, the level of a team's empowerment climate was positively related to subordinates' own sense of empowerment, which in turn negatively moderated the effects of LMX on negative feedback-seeking behavior.
authors.affiliation: Department of Management, Faculty of Business, City University of Hong Kong, Kowloon, Hong Kong. mgzgchen@cityu.edu.hk
authors.forename: Ziguang
authors.initials: Z
authors.lastname: Chen
authors.forename: Wing
authors.initials: W
authors.lastname: Lam
authors.forename: Jian An
authors.initials: JA
authors.lastname: Zhong
mesh_terms: D000339:Affect; D002681:China; D003299:Cooperative Behavior; D004650:Employee Performance Appraisal; D005246:Feedback; D006801:Humans; D007398:Interpersonal Relations; D007857:Leadership; D015279:Organizational Culture; D011209:Power, Psychological; D011795:Surveys and Questionnaires; D017132:Workplace / Q000523:psychology*