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Leader Behavior in Performance Appraisal Conversations: The Fostering of Psychological Safety in Subordinates

Jacobsen, Ellinor Therese; Norbye, Ida Birgitte Theisen
Master thesis
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URI
https://hdl.handle.net/11250/2686923
Date
2020
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  • Master of Science [963]
Abstract
Purpose: The purpose of this study is to shed light on the leader-subordinate

interaction as it unfolds during the performance appraisal conversation. More

specifically, the aim is to look into how Model Ⅱ behavior in the leaders may

contribute to psychological safety in the subordinates. By doing this, we answer

the call of more qualitative studies in this field, which is needed in order to

bridge the gap between scholars and practitioners.

Research Methodology: The study was conducted by recording the

performance appraisals of five leader-subordinate dyads in an organization, and

by handing out a survey to the parties in the dyad afterwards. The performance

appraisals were transcribed and coded based on a codebook partially developed

by Meyer and colleagues (2019). The coded findings were then compared to

answers from the survey. Additionally, patterns found within the performance

appraisal conversation were highlighted.

Findings: Our findings suggest that leaders managed to maintain the

relationship with the subordinate, but especially due to a lack of inquiry, the

subordinate’s voice remained limited. The result is an ineffective PA,

suppressed psychological safety, and limited learning opportunities for both

parties. Further, our findings propose that the overuse of active-empathetic

listening behavior such as humming can be counterproductive.

Implications: Our overall findings suggest keeping the traditional performance

appraisal, but with some alterations and leadership development in order to

make it more effective. Further, our findings arguably reflect the importance of

the leader’s behavioral nuances in relation to psychological safety in the

performance appraisal. This notion directs future research into also looking at

authentic behavior, and not only subordinates’ perceptions in surveys, when

studying the performance appraisal, not.
Description
Masteroppgave(MSc) in Master of Science in Leadership and Organizational Psychology - Handelshøyskolen BI, 2020
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Handelshøyskolen BI

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