Leader humility as a predictor of employees’ feedback-seeking behavior: The intervening role of psychological safety and job insecurity-Reference-Cited by-同舟云学术

Leader humility as a predictor of employees’ feedback-seeking behavior: The intervening role of psychological safety and job insecurity

Published:2020-02-24 Issue: Volume: Page:
ISSN:1046-1310
Container-title:Current Psychology
language:en
Short-container-title:Curr Psychol

Author:

Qian Shanshan,Liu Yanyan,Chen Yanhong

Funder

The Humanity and Social Science Foundation of the Ministry of Education of China “A Study on the Impact Mechanism of Humble Leadership on Employee Proactive Behavior in Chinese Context”

The China Scholarship Council Project

Publisher

Springer Science and Business Media LLC

Subject

General Psychology

Link

http://link.springer.com/content/pdf/10.1007/s12144-020-00663-x.pdf

Reference77 articles.

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3. Ashford, S. J. (1986). Feedback−seeking in individual adaptation: A resource perspective. Academy of Management Journal, 29(3), 465–487.

4. Ashford, S. J., & Cummings, L. L. (1983). Feedback as an individual resource: Personal strategies of creating information. Organizational Behavior and Human Performance, 32(3), 370–398.

5. Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: A review of research on feedback−seeking behavior in organizations. Journal of Management, 29(6), 773–799.

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