Exploring factors influencing employees'
impression management feedback-seeking
behavior: The role of managerial coaching skills
and affective trust
| Jie-Tsuen Huang
Department of Technology Application and
Human Resource Development, National
Taiwan Normal University, Taipei, Taiwan
Department of Human Resource
Development, National Kaohsiung University
of Science and Technology, Kaohsiung, Taiwan
Hui-Hsien Hsieh, Department of Technology
Application and Human Resource
Development, National Taiwan Normal
University, No. 162, Section 1, Heping East
Road, Taipei 106, Taiwan.
This study investigates how employees' perceptions of supervisors'
managerial coaching skills (MCSs) and affective trust in supervisors
are related to their impression management feedback-seeking
behavior (IMFSB). Specifically, we propose a conditional indirect
effect model that examines whether MCSs have an indirect effect
on IMFSB via affective trust in supervisors, while also investigating
how MCSs moderate this indirect effect. A convenience sample of
321 full-time frontline employees across five service firms in Tai-
wan participated in the study. Using structural equation modeling
analyses to test our hypotheses, we found that MCSs have a posi-
tive indirect effect on IMFSB via affective trust in supervisors. We
also found that MCSs moderate the direct effect of affective trust
in supervisors on IMFSB as well as the indirect effect of MCSs on
IMFSB via affective trust in supervisors, such that these effects
become stronger at the higher level of MCSs. Implications for man-
agerial practices and suggestions for future research are discussed.
affective trust, impression management feedback-seeking
behavior, managerial coaching skills, structural equation modeling
1 | INTRODUCTION
Performance feedback has become an issue critical to employee performance management (Aguinis, 2013; Aguinis,
Gottfredson, & Joo, 2012) because it can serve as an important communication medium by providing employees with
information on how they are doing and on specific areas that need to be improved. Performance feedback is, how-
ever, no longer seen as only a resource that is given by the supervisor, but is now also seen as an individual resource
that can be solicited or managed by the employee him- or herself (Ashford & Cummings, 1983). In other words,
Human Resource Dev Quarterly. 2018;29:163–180. wileyonlinelibrary.com/journal/hrdq © 2018 Wiley Periodicals, Inc.