The Impact of Leaders’ Openness to Feedback on the Resilience of Their Teams in Nine Industrial Sectors in Kenya

Abstract

The purpose of this study is to determine the impact of leaders’ openness to feedback on the resilience of their team. The research focused on the following research questions: how does a leader’s reliance on input influence team resilience? Does a leader’s openness to influence promote development of their team’s resilience? How does the adjustment of a leader affect their team’s resilience? Is there a relationship between a leader’s interpersonal sensitivity and the resilience of their team? This study employed a descriptive research design to bridge the knowledge gap on the relationship between team resilience and leaders’ openness to feedback. The target population for this study was junior and mid-level managers reporting to senior executives in nine industrial sectors in Kenya. Using the stratified sampling technique, a sample frame of 269 individuals was determined to represent the estimated population of working junior and mid-level managers. The data was collected using an online questionnaire. Analysis of the data was conducted using SPSS, and the quantitative findings visualized in the form graphs, charts and tables. The study found a strong positive correlation between team resilience and a leader’s reliance on input (r=0.658). There was a moderate but positive correlation between team resilience and a leader’s openness to influence (r=0.542). The correlation between adjustment of a leader and the resilience of their team was also found to be strong and positive (r=0.623). The weakest relationship was between a leader’s interpersonal sensitivity and their team’s resilience (r=0.412). The researcher concluded that openness to feedback of a leader does have a positive impact on the resilience of their team. The study concluded that leaders who rely on input of their team members are likely to have more resilience teams. It was also found that the openness of a leader to influence supports the development of resilience in the team. The study also found that the psychological adjustment of a leader has a positive influence on the resilience of their team. Similarly, a relationship was discovered between interpersonal sensitivity of a leader and the resilience of their team. For further investigation on this topic, the research recommends investigating whether there are any mediating factors that could potentially strengthen the relationship between team resilience and a leader’s openness to feedback. Based on findings from the study, it is recommended that HR teams include learning interventions that enhance the ability of first-time managers to seek out input of their teams and also focus on developing and encouraging leaders to seek input from their team members where there are apparent gaps in their strategic plans. Additionally, leaders need to take a conscious decision to be flexible enough to change their original plan allowing themselves to be influenced by the plans of others. Organizations should also consider conducting personality assessments designed to evaluate adjustment as part of leadership development. Moreover, organizations should also maintain and encourage positive aspects of interpersonal sensitivity that promote a conducive working environment in order to encourage team members to communicate with their leaders.