Understanding relational feedback as a dynamic practice of leadership

Despite extensive research on the leader-follower relationship, we have nevertheless limited knowledge regarding relational leadership practices like feedback. Following a qualitative research approach and based on 24 semi-structured interviews organised in six groups composed of one manager and three of his/her direct subordinates, the paper explores relational feedback as a dynamic practice of leadership- attempting to understand the impact that feedback has as an embedded and ever living practice of the relationship between the leader and the follower. The research findings suggest that relational feedback can be understood and actively practiced as a process a) contextualizing aspects like culture, processes, and systems; b) dynamically changing employee performance; c) enhancing leader-follower relationship structures that moves beyond the professional level into a personal dimension and encourages employees’ positive behaviours such as creative exploration, skill acquisition and self-development. Since this is pioneering research regarding the relational feedback as a dynamic practice on leader-follower relationship, our study provides specific practical implications for consultants and practitioners.