Testing a path model for antecedents of accountability

Abstract

Purpose

The purpose of this research paper was to examine the construct of accountability and its impact leadership development initiative in an upward feedback framework. Previous research has suggested that accountability may be an important moderator of the relationship between upward feedback and self‐development. However, there has been little research examining the construct of accountability and this study sought to modify that.

Design/methodology/approach

Within the context of upward feedback the present study examined the impact of two contextual antecedents of accountability (LMX and feedback environment) and self‐development initiative as an outcome of accountability in a path model framework. Survey methodology was used to assess the constructs of interest and the results were analyzed with regression‐based path modeling.

Findings

The results indicate the path model was partially supported by the data: the feedback environment and LMX were related to accountability and accountability was related to self‐development initiative.

Research limitations/implications

Limitations of this study include the self‐report methodology and relatively small sample size.

Originality/value

The current study was unique in that it examined manager's perceptions of accountability for using upward feedback. Managers who utilize upward feedback for self‐development are role models for subordinates and others, potentially contributions to a favorable feedback environment.

Citation

Rutkowski, K.A. and Steelman, L.A. (2005), "Testing a path model for antecedents of accountability", Journal of Management Development, Vol. 24 No. 5, pp. 473-486. https://doi.org/10.1108/02621710510598472