How Does Ethical Leadership Behavior Influence Follower Feedback Avoidance Behavior:
The Mediating Roles of LeaderMember Exchange and Meaning of Work
WANG Zhen,SONG Meng,WANG Chongfeng,XU Haoying
1. Central University of Finance and Economics, Beijing, China; 2. Beijing University of
Technology, Beijing, China; 3. Qingdao University, Qingdao,Shandong, China
Abstract Beijing, China; 3. Qingdao University, Qingdao,Shandong, China)
Abstract： Feedback avoidance behavior (FAB) was defined as followers' proactive, purposeful, and intentional feedback management strategy, which involves active behavior directed at evading feedback when performing poorly. Using social exchange theory and intrinsic motivation theory as the overarching framework, the study explored the influencing mechanism of ethical leadership on follower feedback avoidance behavior (FAB). Results from a sample of 219 employees revealed that their perceived ethical leadership behavior, and the exchange relationship with leader and meaning of work, had negative effects on their FAB. Leadermember exchange and meaning of work were found to partially mediate the association of ethical leadership with FAB. The study is the first investigation on ethical leadership as a predictor of FAB and the first effort to use social exchange and intrinsic motivation theory to explain the determinants of FAB.
2015, Vol. 12 
