The Effect of Transformational and Transactional Leadership Perceptions on Feedback‐Seeking Intentions

Abstract

This paper explores the relationship between leadership style as operationalized by trans‐formational/transactional leadership (Bass, 1985) and feedback‐seeking behavior. Participants ( n = 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback‐seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback‐seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback‐seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.