Humor in Teams: Multilevel Relationships Between Humor Climate,Inclusion, Trust,and Citizenship Behaviors

Purpose

This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.

Design/Methodology/Approach

We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.

Findings

We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.

Implications

Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.

Originality/Value

Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.

     

Act Expediently,with Autonomy: Vicarious Learning,Empowered Behaviors,and Performance

Purpose

The purpose of this research is to investigate how organizations can best facilitate an empowered workforce that makes autonomous decisions and acts expediently, which the literature on high performing organizations posits will increase the likelihood of sustained performance and retaining competitive advantages. We introduce a novel mechanism for encouraging such behaviors and pursuant outcomes: vicarious learning from a supervisor who demonstrates autonomy and expediency.

Design/Methodology/Approach

We drew experimental data from a sample of participants who underwent a managerial simulation, and used these data to investigate relationships between the vicarious learning of empowered behaviors and individual task performance (n = 100).

Findings

Results indicate that when supervisors behave with autonomy and expediency this both increases the extent to which individuals behave similarly, and is associated with enhanced individual performance. Further, we find that expedient behavior fully mediates the relationship between empowered supervisor behavior and performance.

Implications

Findings show that supervisors need not necessarily engage directly in empowering others. Rather, by modeling behaviors, supervisors can craft a context where employees may act with autonomy and efficiency. This provides an opportunity for empowerment that is both actionable and cost-effective.

Originality/Value

This is the first study to consider empowerment as a managerial phenomenon that can be vicariously learned, integrating theories of social learning and empowerment, and extending existing empowerment constructs (including psychological and structural) to develop an indirect, yet potent means of encouraging empowered behavior.

     

The Moderating Role of Intergroup Contact in Race Composition,Perceived Similarity,and Applicant Attraction Relationships

Purpose

This study investigated the moderating effect of intergroup contact on the relationship between the race composition of organizational representatives, perceived similarity, and minority applicant attraction.

Design/Methodology/Approach

344 minority Malaysian-Chinese university students read a job advertisement that varied the racial composition of organizational representatives (100 % Malay or 50 % Malay–50 % Chinese or 100 % Chinese). Of these participants, 161 were Malaysian-Chinese in Malaysia (high intergroup contact location) and 183 were Malaysian-Chinese in Australia (low intergroup contact location). After reading the advertisement, participants responded to a series of scale items (e.g., perceived surface-level similarity, perceived deep-level similarity, and applicant attraction).

Findings

Results showed that the effect of race composition on attraction was stronger for minority participants in Australia than for minority participants in Malaysia. Perceived deep-level similarity mediated this moderated relationship.

Implications

The study findings suggest that organizations should include minority representatives in their recruitment advertising to attract minority applicants, particularly to attract minorities in locations with few opportunities for intergroup contact.

Originality/Value

By testing the mediating effects of perceived surface-level and deep-level similarity, this study contributes to our understanding of the mechanism linking the interaction between race composition and location with applicant attraction.

     

The Creation of the Workplace Social Courage Scale (WSCS): An Investigation of Internal Consistency,Psychometric Properties,Validity, and Utility

Purpose

The current article reviews extant knowledge on courage and identifies a dimension of courage relevant to modern organizations, social courage, which is an (a) intentional, (b) deliberate, and (c) altruistic behavior that (d) may damage the actor’s esteem in the eyes of others. Through a multiple-study process, quantitative inferences are derived about social courage, and the Workplace Social Courage Scale (WSCS) is created.

Design

Four studies using seven samples analyze the WSCS’s psychometric properties, internal consistency, method effects, discriminant validity, convergent validity, concurrent validity, and utility. Many of these are investigated or replicated in largely working adult samples.

Findings

Each aspect of the WSCS approaches or meets specified guidelines. Also, social courage is significantly related to organizational citizenship behaviors, and the construct may relate to many other important workplace outcomes.

Implications

The current study is among the first to quantitatively demonstrate the existence of courage as a construct, and the discovered relationships are the first statistical inferences about social courage. Future research and practice can now apply the WSCS to better understand the impact of social courage within the workplace.

Originality

Despite many attempts, no author has created a satisfactory measure of courage, and the current article presents the first successful measure through focusing on a particular courage dimension—social courage. Future research should take interest in the created measure, the WSCS, as its application can derive future inferences about courage and social courage.

     

Work Passion Through the Lens of Culture: Harmonious Work Passion,Obsessive Work Passion,and Work Outcomes in Russia and China

Purpose

This cross-cultural study with employee–supervisor dyads in Russia and China examines links between harmonious and obsessive work passion and four job- and organization-focused outcomes (job satisfaction, intentions to quit, job performance, and organizational citizenship behaviors) and two career-focused outcomes (career satisfaction and occupational commitment).

Design/Methodology/Approach

Data were collected from employee–supervisor dyads in Russia (N = 223) and China (N = 193). We undertook a series of hierarchical regressions to examine the hypothesized relationships.

Findings

We found considerable support for the harmonious passion–work outcome relationships and less support for the obsessive passion–work outcome relationships. In both Russia and China, harmonious passion predicted all six hypothesized outcomes. However, obsessive work passion predicted job satisfaction and occupational commitment in Russia, but was unrelated to any of the hypothesized outcomes in China. We also identified several culture-specific work passion–outcome relationships.

Implications

Our research extends the duality of the work passion construct to non-Western cultures. The examination of a variety of work passion outcomes provides a finer-grained approach to how two types of passion uniquely link to different work consequences. Several culture-specific findings refute the traditionally held assumption that harmonious passion relates to solely positive outcomes, whereas obsessive passion relates to solely negative outcomes. Collectively, the results augment the nomological framework of the passion construct. The study informs managerial practices by suggesting when work passion needs to be encouraged or tamed.

Originality/Value

This is the first study that examines a variety of job-, organization-, and career-focused outcomes of work passion in non-Western organizations.

     

Internet-Based,Unproctored Assessments on Mobile and Non-Mobile Devices: Usage,Measurement Equivalence,and Outcomes

Purpose

The purpose of this study was to determine the usage rates, measurement equivalence, and potential outcome differences between mobile and non-mobile device-based deliveries of an unproctored, non-cognitive assessment.

Design/Methodology/Approach

This study utilized a quasi-experimental design based on archival data obtained from applicants who completed a non-cognitive assessment on a mobile (n = 7,743; e.g., smartphones, tablet computers) or non-mobile (n = 929,341; e.g., desktop computers) device as part of an operational, high-stakes pre-employment selection process.

Findings

One percent of applicants used mobile devices to complete the assessment. Multiple-group confirmatory factor analysis indicated the assessment was equivalent across mobile and non-mobile devices at the configural, metric, scalar, and latent mean levels. A comparison of observed score means using one-way and factorial ANOVAs demonstrated that the use of mobile and non-mobile devices did not produce any practically significant score differences on the assessment across devices or applicant demographic subgroups.

Implications

Industry and technological trends suggest mobile device usage will only increase. Thus, demonstrating that mobile device functionality and hardware characteristics do not change the psychometric functioning or applicant outcomes for a non-cognitive, text-based selection assessment is critical to talent assessment.

Originality/Value

This study provides the first empirical examination of the usage of mobile devices to complete talent assessments and their impact on assessment properties and applicant outcomes, and serves as the foundation for future research and application of this growing technological trend in pre-employment assessment.

     

Editorial: Evidence on Questionable Research Practices: The Good,the Bad,and the Ugly

Purpose

Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science.

Design/Methodology/Approach

To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly.

Findings

Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %).

Implications

Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training.

Originality/value

We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.

     

Looking for Assistance in the Dark: Pay Secrecy,Expertise Perceptions,and Efficacious Help Seeking Among Members of Newly Formed Virtual Work Groups

Purpose

Adopting an information processing perspective, we argue that in pay-for-performance contexts, pay secrecy may adversely affect the ability of members of newly formed, virtual work groups to source assistance from those most able to provide it, referred to here as efficacious help-seeking.

Design/Methodology/Approach

We conducted a repeated-measures laboratory study in which one hundred forty-six participants interacted with three confederates, each with a varying level of skill. Participants’ help-seeking behaviors were recorded and efficacious help-seeking was examined as a function of the four pay transparency conditions.

Findings

Our findings reveal that accurate perception of task expertise of the highest paid work group member mediates the impact of pay transparency on members’ efficacious help-seeking. The findings also show that the positive relationship between pay transparency and efficacious help-seeking is amplified for average and high performers and that for these same individuals a shift from secrecy to transparency is accompanied by a significant increase in efficacious help-seeking.

Implications

This study extends pay secrecy research by shifting the focus away from fairness, instrumentality, and sorting and toward information processing. More specifically, the study highlights how pay and pay comparisons can influence inter-relating behaviors in organizations in general and expertise identification and help seeking behaviors in particular.

Originality/Value

We believe this is the first study to directly examine how the availability of pay comparison information determines inter-relating behaviors in organizations. The study offers insight for pay policy in organizations that rely upon employee help-seeking, showing that efficacious help-seeking can be enhanced through transparent pay practices. This is particularly evident in the virtual teams examined in the present study.

     

Linking Workplace Aggression to Employee Well-Being and Work: The Moderating Role of Family-Supportive Supervisor Behaviors (FSSB)

Purpose

The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.

Methodology

Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.

Findings

Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.

Implications

Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.

Originality

This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.

     

Incivility in Meetings: Predictors and Outcomes

Purpose

The purpose of this study is to provide a deeper understanding of uncivil meeting behaviors (UMBs) by exploring their frequency, potential predictors, and perceived impact on meeting outcomes. Five forms of UMBs were identified and examined. Key situational variables (meeting characteristics) and individual differences (Big Five factors and the Dark Triad of personality) were explored as potential predictors of UMBs.

Methodology

We collected data from two independent samples of meeting participants (N _s  = 345, 170) via two online surveys. We used confirmatory factor analysis, correlations, hierarchical multiple regressions, and relative weight analyses to analyze the data.

Findings

The findings demonstrated that attendees’ perceptions of UMBs were linked to lower ratings of meeting satisfaction and effectiveness. In particular, the ratings were most affected by the observation of attendees who did not participate actively and who showed inappropriate interpersonal behavior. Results further suggest situational variables (meeting purpose and meeting norms) and individual differences (narcissism, psychopathy, and agreeableness) as potential predictors of UMBs.

Implications

By showing the consequences of UMBs on meeting outcomes and by providing insights into potential causes of engagement in UMBs, this study offers valuable input for running and leading work meetings.

Originality/Value

No previous study has empirically examined how different forms of UMBs affect meeting outcomes. Additionally, the paper introduces situational and personality variables that may act as potential predictors of UMBs.

     

Back to Basics with Mixed-Effects Models: Nine Take-Away Points

Purpose

Multilevel mixed effects models are widely used in organizational behavior and organizational psychology to test and advance theory. At times, however, the complexity of the models leads researchers to draw erroneous inferences or otherwise use the models in less than optimal ways. We present nine take-away points intended to enhance the theoretical precision and utility of the models.

Approach

We demonstrate our points using two types of simulated data: one in which group membership is irrelevant, and the other in which relationships exist only because of group membership. We then demonstrate that the effects we observe in simulated data replicate in organizational data.

Findings

Little that we address will be new to methodology experts; nonetheless, we draw together a variety of points that we believe will help advance both theory and analytic rigor in multilevel analyses.

Implications

We make two points that run somewhat counter to conventional norms. First, we argue that mixed-effects models are appropriate even when ICC(1) values associated with the outcome data are small and non-significant. Second, we show that high ICC(2) values are not a prerequisite for detecting emergent multilevel relationships.

Originality/Value

The article is designed to be a resource for researchers who are learning about and applying mixed-effects (i.e., multilevel) models.

     

Distinguishing CEOs from Top Level Management: A Profile Analysis of Individual Differences,Career Paths and Demographics

Purpose

Identifying the characteristics of chief executive officers (CEOs) has been a longstanding goal in leadership and individual differences research. The purpose of this exploratory study was to consider which individual difference and career path variables differentiate CEOs from other senior managers.

Design/Methodology/Approach

Participants (N = 1152) were UK-based senior managers (n = 1040) and CEOs (n = 112) who completed a self-report measure of the Five Factor Model of personality (NEO-PI-R), a measure of cognitive ability (graduate and management aptitude test), and answered a number of additional questions on their career paths as part of development centres. Analyses comprised inter-individual mean difference tests, intra-individual external profile analysis and logistic regression.

Findings

Results indicated that personality facets of impulsiveness, vulnerability, activity and dutifulness showed the largest mean differences. No significant effects were found for the criterion profile pattern, but significant effects were found for profile level. Of the additional predictors, career path variables were the strongest predictors of CEO status.

Implications

The combination of significant effects across domains of individual differences and career path variables emphasizes the importance of a multivariate approach in the study of leadership, top management teams and career progression.

Originality/Value

The current study combines personality, cognitive ability, demographic and career path variables, and applies intra-individual methodologies to explore the characteristics of the very top level of organisational hierarchy.

     

Differential Effects of Task Performance,Organizational Citizenship Behavior,and Job Complexity on Voluntary Turnover

Purpose

The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance.

Design/Methodology/Approach

Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782).

Findings

Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs.

Implications

Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs.

Originality/Value

Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship.

     

Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis

Purpose

Over the past two decades, research has shown a growing consensus that 70% to 90% of organizational learning occurs not through formal training but informally, on-the-job, and in an ongoing manner. Despite this emerging consensus, primary data on the nature and correlates of informal learning remains sparse. The purpose of this study was to provide an integrative definition of informal learning behaviors (ILBs) and to synthesize existing primary data through meta-analysis to explore ILB correlates.

Design/Methodology/Approach

Given that there has been little systematic treatment of ILBs, we defined their construct domain and tested relationships suggested by our research questions with antecedents (personal factors, situational factors) and outcomes (attitudes, knowledge/skill acquisition, performance) using random effects meta-analyses (k = 49, N = 55,514).

Findings

Our results showed both personal and situational antecedent factors to be predictive of ILBs, as well as ILB–outcome relationships.

Implications

Findings indicate that engagement in ILBs for working adults is linked to valued criteria such as attitudes (ρ = .29), knowledge/skill acquisition (ρ = .41), and performance (ρ = .42). We provide suggestions for future research and actionable advice for organizations to support the development of ILBs.

Originality/Value

Although hundreds of studies and over a dozen meta-analyses have explored the nature and effectiveness of formal learning in the workplace, our work is the first attempt to conceptualize a unified definition of ILBs and to aggregate primary data on ILB correlates using meta-analysis.

     

Idiosyncratic Deals and Helping Behavior: The Moderating Role of I-deal Opportunity for Co-workers

Purpose

This study draws from social comparison theory to explore why and under which circumstances individuals receiving idiosyncratic deals (i-deals) are likely to help their co-workers.

Design

Data were collected with an alumni association of engineers. Participants completed two questionnaires (N = 182 at Time 2).

Findings

We find that the relationship between i-deals and helping behavior is not direct, but is mediated by organizational-based self-esteem. This relationship is stronger when i-deal recipients believe that their co-workers do not have the opportunity to get i-deals for themselves.

Implications

I-deal recipients are expected to help their colleagues because helping colleagues is consistent with the positive self developed thanks to i-deals. When co-workers have the opportunity to get i-deals for themselves, social comparison between the i-deal recipient and colleagues is likely to be more salient, which strengthen the indirect relationship between i-deal and helping behavior.

Originality

This study tests i-deals from the vantage point of social comparison theory rather than from the perspective of social exchange. We thereby provide a richer account of the complexities involved in helping behavior. By exploring contextual variables that are likely to trigger social comparisons, we also expect to better understand the circumstances under which i-deals are likely to be associated with helping behavior.

     

The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams

Purpose

Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.

Design/Methodology/Approach

The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.

Findings

The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.

Originality/Value

Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.

     

The Heritability of Job Satisfaction Reconsidered: Only Unique Environmental Influences Beyond Personality

Purpose

The purpose of this study was to investigate the degree to which genetic and environmental influences explain differences in job satisfaction and its relationship to personality in order to explain the heritability of job satisfaction.

Design

Behavior genetic analyses are based on a dataset containing 622 individuals, including 185 MZ (M = 39.5 years) and 126 DZ twin pairs (M = 40.1 years).

Findings

The results showed that all genetic influences (28 %) on job satisfaction could be explained by its relation to personality, especially Neuroticism, Extraversion, and Conscientiousness, representing a high genetic overlap between job satisfaction and personality. Non-shared environmental influences explained the remaining three fourths of the variance.

Implications

By showing that genetic influences of job satisfaction overlap completely with personality, including common non-additive genetic influences, the results support an interactionist view of job satisfaction in that both situational and dispositional determinants of job satisfaction are relevant.

Originality

In contrast to previous studies, we used a more appropriate behavior genetic approach meaning that our approach allows to directly estimate parameters of specific and common (additive and non-additive) genetic and environmental influences. Building on this, interpretations of behavior genetic findings were explained in detail to avoid common misunderstandings.

     

Evaluating Item-Sort Task Methods: The Presentation of a New Statistical Significance Formula and Methodological Best Practices

Purpose

An item-sort task is a common method to reduce over-representative item lists during the scale-creation process. The current article delineates the limitations and misapplications of the accepted statistical significance formula for item-sort tasks and proposes a new statistical significance formula with greater utility across a wider range of item-sort tasks.

Design

First, a simulation study compares the two formulas in an array of conditions that vary on sample size and number of assignment choices. Second, an empirical study compares the results of three separate item-sort tasks across the two formulas for statistical significance.

Findings

In the empirical study, the proposed formula produces more correct retention decisions than the existing formula across all three item-sort tasks. In the simulation study, the proposed formula is more appropriate than the existing formula under most conditions. The two formulas function identically in item-sort tasks with only two assignment choices.

Implications

Researchers could obtain erroneous results when misapplying the existing item-sort task statistical significance formula to cases with more than two assignment choices. The proposed formula corrects this limitation, ultimately providing accurate results more often than the existing formula. Applying the proposed formula could help future research and practice throughout the scale development process.

Originality

Despite widespread use, few attempts have been made to improve scale-creation pretest methods, particularly item-sort tasks. The current study demonstrates that even conventional statistical methods are susceptible to misuse and misapplication, and future research could benefit from the reexamination of other common methods.

     

Ability to Manage Resources in the Impression Management Process: The Mediating Effects of Resources on Job Performance

Purpose

Based on the conservation of resource (COR) theory, we hypothesize that one’s ability to manage resources will moderate the relationship between the use of positive impression management (IM) and other desired resources, such that those able to manage resources will have higher levels of social resources (reputation and leader–member exchange) when expending energy through the use of positive IM tactics. Additionally, we expect higher levels of these social resources will lead to higher performance ratings.

Design/Methodology/Approach

We conducted a two-study replication. In Study One (n = 213), data were collected at two time points. Dyadic data were collected in Study Two (n = 83) to demonstrate consistent relationships across two different study designs.

Findings

Our findings indicate that the ability to manage resources is associated with higher levels of social resources, such as reputation and high quality LMX, which are ultimately associated with positive workplace outcomes, specifically job performance.

Implications

The ability to manage one’s resources is a crucial individual capability that allows individuals to secure positive work outcomes. This research highlights the utility of resources management initiatives that organizations might want to provide to their workers, such as equipment, support personnel, and the autonomy to pace oneself during hectic endeavors.

Originality/Value

We investigate an individual difference in the COR process, which is lacking in the current literature (Hobfoll and Shirom 2000). Further, this research examines COR consequences beyond stress-related outcomes. Lastly, our research highlights the value of examining IM in light of COR theory.

     

The Manager as Coach: The Role of Feedback Orientation

Purpose

This study investigated the consequences of manager feedback orientation in the manager-as-coach process. Integrating theories of feedback and coaching, we examined the extent to which manager feedback orientation was related to indicators of effective coaching and subordinate feedback orientation.

Design/methodology/approach

One hundred three manager–subordinate dyads participated in this study.

Findings

Managers who value feedback for themselves (high feedback orientation) were viewed as better coaches as assessed through employee perceptions of coaching behaviors, the coaching relationship, and the feedback environment. Manager feedback orientation was also related to subordinate feedback orientation, and this relationship was mediated by the coaching effectiveness indicators.

Implications

This study demonstrated that the coaching manager with higher feedback orientation is viewed as more effective than the coaching manager with lower feedback orientation. This study assesses previously untested theories of coaching and demonstrates the value of manager feedback orientation in the coaching process.

Originality/value

This is the first study to integrate the feedback and coaching literatures to test derived hypotheses regarding feedback orientation in the manager-as-coach framework.