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High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking
Zhenxing Gong1, Lyn Van Swol2, Zhiyuan Xu1
1Department of Business Administration, School of Business, Liaocheng University, Liaocheng, China.
Ethical leadership fosters nurses' feedback-seeking behavior by enhancing psychological safety, particularly in high power distance environments. This improves organizational identification and task performance.
Area of Science:
- Organizational Behavior
- Healthcare Management
- Psychology
Background:
- Feedback seeking is crucial for professional development but perceived as risky.
- The impact of ethical leadership on feedback-seeking behavior, especially in nursing, requires further investigation.
- Psychological safety and power distance are potential mediators and moderators in this relationship.
Purpose of the Study:
- To examine the mediating role of psychological safety between ethical leadership and nurses' feedback-seeking behavior.
- To investigate the moderating effect of power distance on the relationship between ethical leadership, psychological safety, and feedback-seeking behavior.
Main Methods:
- Quantitative study with 458 nurse participants.
- Data analysis using SPSS PROCESS macro to test mediation and moderation models.
Main Results:
- Ethical leadership positively influenced nurses' feedback-seeking behavior.
- Psychological safety mediated the relationship between ethical leadership and feedback seeking.
- In high power distance contexts, ethical leadership significantly enhanced psychological safety and subsequent feedback-seeking behavior.
Conclusions:
- Ethical leadership is a key driver of feedback-seeking behavior among nurses, mediated by psychological safety.
- The positive impact of ethical leadership on feedback seeking is amplified in high power distance settings.
- Fostering psychological safety through ethical leadership is vital for encouraging feedback-seeking in nursing.
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