In the workplace, feedback from employees is a vital tool for a leader's growth and improvement. However, the way a leader responds to that feedback can significantly influence how authentic they appear.
New research from Cornell SC Johnson College of Business reveals an intriguing paradox: While quick responses to feedback might seem efficient, employees can interpret them as inauthentic and may not want to offer further feedback in the future.
"When a leader makes changes too quickly, it can appear superficial or insincere, leading employees to doubt whether the change is genuine," said Ovul Sezer, assistant professor of management and organizations at the Cornell Peter and Stephanie Nolan School of Hotel Administration.
The paper, "Not So Fast? Rapid Response to Voice Leads to Perceived Inauthenticity," published Sept. 24 in the Academy of Management Journal. Sezer's co-authors include Danbee Chon, assistant professor at the University of South Florida, and Francis Flynn, professor at Stanford University.
The research team conducted three studies in a leader-centric workplace with over 3,000 participants. In the first study, doctoral students were asked to evaluate changes in their advisors' behavior. The students consistently viewed rapid improvements as less authentic compared to gradual changes. Students described immediate changes as "disingenuous" and "suspicious," while they said gradual changes were "thoughtful" and reflective of "personal growth."
"Employees tend to believe that authentic change requires significant time and effort," Sezer said. "This belief is rooted in the idea that true transformation involves a deep, intentional shift in mindset and habits. When leaders change gradually, it aligns with employees' expectations of what genuine improvement looks like. This alignment fosters trust and encourages ongoing feedback."
The second study examined action plans of executives who received 360-degree feedback, a method of feedback for evaluating an individual's performance by collecting input from a full circle of sources, both managers and supervisors, and peers and colleagues as well as direct reports. Participants judged the authenticity of these leaders based on how quickly they changed their behavior. Once again, the participants said rapid changes were less genuine, supporting the idea that employees prefer gradual, lasting improvements.
The third study explored how perceived authenticity affected employees' willingness to provide future feedback. When leaders made rapid changes, employees were less likely to voice their concerns again, fearing that their feedback would not lead to real improvements.
The research also suggests that the difficulty of the requested change plays a role in how authentic the changes seem. When the change is difficult, employees view rapid improvements even more skeptically. They assume that challenging changes should take longer to implement, and believe quick fixes as unlikely to be genuine, Sezer said.
"Leaders face a delicate balance between being responsive and maintaining authenticity," said Sezer. "While it might seem beneficial to act quickly to address employee concerns, doing so can backfire if the changes seem inauthentic. Leaders should consider communicating the process and effort involved in making changes, helping employees understand they are taking even gradual improvements seriously."
Based on the researchers' findings, leaders should emphasize the effort and time required for genuine change. They can manage employees' expectations by setting realistic timelines for progress. Creating an environment where feedback is continuously encouraged and valued can help maintain open lines of communication and trust, she said.
"By understanding the value of gradual, thoughtful improvements, leaders can foster a more trusting and open organizational culture," Sezer said. "In the end, authenticity and responsiveness are not mutually exclusive, but achieving the right balance is key to effective leadership."
Sarah Magnus-Sharpe is director of public relations and communications for the Cornell SC Johnson College of Business.
