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dc.contributor.advisorSteelman, Lisa
dc.contributor.authorHesley, Mara Lou
dc.date.accessioned2021-06-14T19:09:25Z
dc.date.available2021-06-14T19:09:25Z
dc.date.created2021-05
dc.date.issued2021-05
dc.date.submittedMay 2021
dc.identifier.urihttp://hdl.handle.net/11141/3332
dc.descriptionThesis (Ph.D.) - Florida Institute of Technology, 2021.en_US
dc.description.abstractThe world continues to change, forcing organizational leaders to adapt (House et al., 2014). Leaders with the ability to adapt to a cultural situation that involves people from diverse cultures, otherwise known as culturally intelligent leaders, are predicted to be the most successful in this ever-changing environment (Earley & Ang, 2003; Ang, et. al., 2007). With diversity increasing, (Olson, Green, & Hill, 2008), feedback can no longer be delivered in a “one size fits all” manner (Earley, 1986; Earley & Stubbledine, 1989). Leaders who prioritize being culturally intelligent should contribute to the creation of feedback environments that are personalized and comfortable for employees. Whether a leader and employee are from a loose versus tight culture, or whether that society is more or less accepting of noncompliance related to societal norms (Gelfand, Nishii, & Raver, 2006; Gelfand et al., 2011), is likely to impact the effect a leader’s cultural intelligence has on the feedback environment created. Results indicated that perceptions of leader cultural intelligence were significantly associated with the feedback environment created, with tightness and looseness of culture moderating this relationship. The interaction showed that leaders who were perceived as culturally intelligent, and from loose cultures, facilitated the best quality feedback environments. There was less variance in the feedback environments created by leaders in tight cultures (i.e., India) than loose cultures (i.e., America). Feedback environment was significantly related to trust in leaders, with trust significantly mediating the relationship between feedback environment and engagement, feedback seeking, and perceptions of coaching relationship.en_US
dc.format.mimetypeapplication/pdf
dc.language.isoen_USen_US
dc.rightsCopyright held by author.en_US
dc.subjectPerceptions of leader cultural intelligenceen_US
dc.subjectFeedback environmenten_US
dc.subjectTightness and looseness of cultureen_US
dc.subjectTrust in the leaderen_US
dc.subjectEmployee engagementen_US
dc.subjectFeedback seekingen_US
dc.subjectPerceptions of a quality coachingrelationshipen_US
dc.titleWant more positive outcomes? Leader cultural intelligence and the facilitation of a quality feedback environmenten_US
dc.typeDissertationen_US
dc.date.updated2021-06-11T14:06:52Z
thesis.degree.nameDoctor of Philosophy in Industrial/Organizational Psychologyen_US
thesis.degree.levelDoctoralen_US
thesis.degree.disciplineIndustrial/Organizational Psychologyen_US
thesis.degree.departmentPsychologyen_US
thesis.degree.grantorFlorida Institute of Technologyen_US
dc.type.materialtext


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