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The effects of valence of feedback, credibility of superior, and expertise of superior on subordinates' reactions to superior and effort intentions were examined in a 2 × 2 × 2 experimental study in which 120 management students participated. A significant main effect was found for feedback but not for credibility or expertise. It is argued that subordinates' reactions to feedback from superiors may sometimes be relatively unaffected by the perceived credibility or expertise of the superior.
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Orpen et al. (1989) studied this question.
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