Purpose – The objective of this study is to examine the extent to which the mum effect and feedback environment affected managerial perceptions of the feedback quality they provide. In addition, the moderating role of leader self-efficacy and work overload on these relationships is examined.

Design/methodology/approach – Cross-sectional data was collected through self-report measures from 130 managers employed by a large medical organisation in New Zealand. Moderated multiple regression was used to test each of the outlined hypotheses.

Findings – The results of this study revealed a significant negative relationship between the mum effect and feedback quality. Additionally, a significant positive relationship was found between the feedback environment and feedback quality. Implications – This is one of the few empirical studies to test discrete feedback style variables on leader perceptions of feedback quality, and the role of leader and contextual factors in these relationships. The findings suggest organisations would benefit from offering feedback training to their managers so that their tendencies to mum are mitigated or their ability to create a safe feedback environment is enhanced.

Limitations - The cross-sectional design does not allow for causality to be inferred between the predictor variables and feedback quality.

Originality/value – This study addresses a gap in the literature by quantitatively examining managerial perceptions of feedback quality and styles.