Effective leadership relies heavily on feedback, which serves as a critical tool for leaders seeking improvement. New research from the Cornell SC Johnson College of Business highlights a counterintuitive finding: quick responses to employee feedback may lead to perceptions of inauthenticity. The study, titled “Not So Fast? Rapid Response to Voice Leads to Perceived Inauthenticity,” was published on September 24, 2023, in the Academy of Management Journal.
According to Ovul Sezer, assistant professor of management and organizations at the Cornell Peter and Stephanie Nolan School of Hotel Administration, leaders who implement changes too hastily risk coming across as superficial. “When a leader makes changes too quickly, it can appear superficial or insincere, leading employees to doubt whether the change is genuine,” Sezer stated.
The research team, which included Danbee Chon from the University of South Florida and Francis Flynn from Stanford University, conducted three studies involving over 3,000 participants in various leader-centric workplace scenarios.
Perceptions of Change and Authenticity
In the first study, doctoral students assessed changes in their advisors’ behaviors. Participants consistently perceived rapid changes as less authentic compared to gradual adjustments. Descriptors such as “disingenuous” and “suspicious” were frequently used for quick adaptations, while gradual changes were viewed as “thoughtful” and indicative of “personal growth.”
Sezer explained, “Employees tend to believe that authentic change requires significant time and effort. This belief is rooted in the idea that true transformation involves a deep, intentional shift in mindset and habits.” Leaders who embrace gradual change align more closely with employees’ expectations of genuine improvement, fostering trust and encouraging ongoing feedback.
The second study focused on executives’ 360-degree feedback action plans. Participants again judged authenticity based on the speed of behavioral changes. The results reinforced that employees prefer leaders who demonstrate gradual and lasting improvements rather than quick fixes, which can feel insincere.
The third study examined how perceived authenticity influences employees’ willingness to provide future feedback. Results indicated that when leaders made rapid changes, employees were less likely to express their concerns again. Many feared that their feedback would not lead to meaningful improvements.
The Impact of Change Complexity
The complexity of the requested changes also affected perceptions of authenticity. When changes were perceived as difficult, employees viewed rapid adaptations with even greater skepticism. Sezer noted that workers assume challenging changes should require more time, leading them to regard quick fixes as unlikely to be genuine.
“Leaders face a delicate balance between being responsive and maintaining authenticity,” Sezer cautioned. Although it may seem beneficial to act quickly to address employee concerns, such actions can backfire if perceived as inauthentic. Leaders are encouraged to communicate the effort and processes involved in making changes, helping employees understand that even gradual improvements are taken seriously.
The findings suggest that leaders should emphasize the time and effort necessary for genuine change. By setting realistic timelines for progress, leaders can align expectations with those of employees. Creating a culture that values continuous feedback can help maintain open lines of communication and trust.
“By understanding the value of gradual, thoughtful improvements, leaders can foster a more trusting and open organizational culture,” Sezer concluded. “In the end, authenticity and responsiveness are not mutually exclusive, but achieving the right balance is key to effective leadership.”
This research underscores the importance of thoughtful leadership practices in fostering a positive and productive work environment.
