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Performance attributional effects on feedback from superiors

โœ Scribed by Daniel R. Ilgen; William A. Knowlton Jr.

Book ID
103321285
Publisher
Elsevier Science
Year
1980
Weight
944 KB
Volume
25
Category
Article
ISSN
0030-5073

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While feedback is considered to be among the most eective motivational tools available in organizations, there is substantial evidence that leaders are often poor sources of feedback. Following poor subordinate performance, leaders have been shown to avoid providing feedback, delay providing feedbac