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The literature on leader—member exchange theory (LMX) has consistently demonstrated the positive relationship between member perceptions of the quality of their relationship with the leader and member performance. The process through which relationship quality influences member performance, however, is still not fully understood.The present study provides an explanatory mechanism for this process. Specifically, feedback avoiding behavior, a feedback management strategy used by poor performers to minimize exposure to negative feedback from their leaders, fully mediates the relationship between LMX and member performance. Implications for theory and practice are discussed.
Moss et al. (Sun,) studied this question.
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