{"title":"The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work","authors":"Linda Johanna Jansson, Hilpi Kangas","doi":"10.1108/pr-04-2023-0301","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (<em>n</em> = 29) and remote working subordinates (<em>n</em> = 52) was performed.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.</p><!--/ Abstract__block -->","PeriodicalId":48148,"journal":{"name":"Personnel Review","volume":null,"pages":null},"PeriodicalIF":3.3000,"publicationDate":"2024-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Personnel Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/pr-04-2023-0301","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose
This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.
Design/methodology/approach
Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed.
Findings
Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.
Practical implications
Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.
Originality/value
Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.
期刊介绍:
Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.