Leaders’ Corrective Feedback and Followers’Motivation in Organisational Context : A Comparative study of followers` perceptions in Vietnam and Germany

Sammanfattning

This thesis explores how leaders’ corrective feedback styles impact and influence the motivation of their followers in an organisational setting in both Vietnam and Germany. Based on theories such as the Feedback Intervention Theory, the Self-Determination Theory and cultural theories by Hofstede and Hall, the study examines how followers in organisations perceive, experience and understand corrective feedback and to what extent corrective feedback influences their motivation. Relying on a qualitative, critical realist research approach, the research is based on 20 semi-structured interviews with employees from both Vietnam and Germany to understand their personal experiences and explore underlying cultural and organisational mechanisms that shape the perception of feedback. By comparing the two vastly different cultural contexts, the study contributes not only to the area of leadership and followership research but also to cross-cultural research and research on motivation. Additionally, the study can provide practical insights for both leaders and followers from both countries on how to successfully deliver and receive corrective feedback without experiencing negativity. The findings reveal that, despite cultural differences between the two countries, many of the interviewees share preferences in how to receive corrective feedback, for example, feedback that is task-focused, gives clear directions and concrete steps to move forward upon making a mistake. Feedback such as this, which is generally perceived as positive, can considerably boost the motivation of employees. Nearly all of the interviewees also explicitly expressed their preference to receive corrective feedback in a private and secure setting. Conversely, the majority of employees from both Vietnam and Germany agree that feedback that lacks direction or acts as an emotional and personal attack is in most cases perceived as highly negative. Such negative feedback can lead not only to decreased motivation, but in some cases even cause interviewees to reconsider their position or resign.