Original Research ARTICLE
High-power distance is not always bad: Ethical leadership results in feedback Seeking
- 1School of Business, Liaocheng University, China
- 2Donlinks School of Economics and Management, University of Science and Technology Beijing, China
- 3Beijing Information Science & Technology University, China
- 4Department of Business Administration, Sukkur Institute of Business Administration, Pakistan
Feedback seeking relates positively to organizational identification and task performance. However, an individual generally views seeking feedback as risky. It remains unclear whether, why, and when ethical leadership impacts on feedback-seeking behavior. This research aimed to explore the mediating role of psychological safety in the relationship between ethical leadership and nurses’ feedback-seeking and to further explore the moderating effect of power distance in this mechanism. After eliminating invalid surveys, the sample included 458 pairs. The SPSS PROCESS macro was used for the data analysis. The results indicate that ethical leadership positively affected nurses’ feedback-seeking. Ethical leadership influences feedback-seeking through psychological safety. With high power distance, ethical leadership significantly positively influenced psychological safety and then positively affected feedback-seeking behavior. In sum, in the context of high-power distance, ethical leadership is especially important for psychological safety and feedback-seeking behavior.
Keywords: Ethical Leadership, psychological safety, Power distance, Feedback seeking, Nurses
Received: 18 Feb 2019;
Accepted: 03 Sep 2019.
Copyright: © 2019 Gong, Xu, Yin, Zhang, Gilal and Li. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
* Correspondence: Dr. Zhenxing Gong, School of Business, Liaocheng University, Liaocheng, 252000, Shandong Province, China, firstname.lastname@example.org