text stringlengths 15 512 | source_url stringclasses 40
values | source_title stringclasses 40
values | source_domain stringclasses 17
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.28 0.81 | quality_score float64 0.46 0.9 | topics stringlengths 2 78 | character_count int64 15 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-03-27 02:00:12 2026-03-27 02:00:21 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
exhaustion was computed based on the five items. The Cronbach’s alpha coefficients were both 0.85 at T1 and at T2. 3.3.1.2. Cynicism Cynicism was assessed on a subscale of four items. Sample items include: “ I have lost interest in my work since I started in this position ,” “ I have lost enthusiasm for my work ,” and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.331 | 0.738 | [] | 502 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707283 | [
0.02030211128294468,
0.061894726008176804,
-0.019812051206827164,
0.037783022969961166,
0.08381637185811996,
-0.0037050722166895866,
0.047403670847415924,
0.1103576198220253,
-0.043258652091026306,
-0.0507771372795105,
-0.0746636837720871,
-0.06676428020000458,
0.02080637589097023,
-0.0139... | ||
alpha coefficient at T1 was 0.78 and 0.80 at T2. 3.3.1.3. Personal inefficacy Professional inefficacy was assessed on a subscale of six items Sample items include: “ I can effectively solve problems that arise in my work ,” “ I contribute effectively to what my organization does ,” and “ In my opinion I am good at my j... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.722 | ["career"] | 478 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707354 | [
0.00937017984688282,
0.007189846597611904,
-0.047645535320043564,
0.027352938428521156,
0.05355323851108551,
-0.006592810619622469,
0.07215090841054916,
0.10992595553398132,
-0.03288794681429863,
-0.0034039539750665426,
-0.013785791583359241,
-0.027539080008864403,
-0.0785403698682785,
-0.... | ||
coefficient at T1 was 0.75 and 0.83 at T2. 3.3.2. Engagement Engagement was assessed with a 15 item engagement questionnaire adapted by Salanova et al. (2000) from the employee version of Schaufeli et al.’s (2002) engagement questionnaire. Furthermore, all three dimensions of engagement (i.e., vigor, dedication, and ab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.696 | [] | 463 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707398 | [
0.08945080637931824,
0.07075978815555573,
-0.02207656390964985,
0.06809365749359131,
-0.014794540591537952,
0.028347168117761612,
0.031973738223314285,
0.029427150264382362,
0.022701146081089973,
-0.03173567354679108,
0.035300929099321365,
0.027995476499199867,
0.014664173126220703,
0.0002... | ||
Vigor Vigor was assessed on a scale of six items. Sample items include: “At my work, I feel bursting with energy,” “At my work I always persevere, even when things do not go well,” and “At my job, I am very resilient, mentally.” The average level of vigor was computed based on the six items. The Cronbach’s alpha coeffi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.706 | ["career"] | 426 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707449 | [
0.03590783104300499,
0.08387751132249832,
-0.08378728479146957,
0.05445793643593788,
-0.06073269993066788,
0.010985787026584148,
0.028742153197526932,
0.06979935616254807,
-0.08633855730295181,
-0.03982516750693321,
-0.03775819018483162,
0.04764581844210625,
0.036833569407463074,
-0.041398... | ||
Dedication was assessed on a scale of five items. Sample items include: “To me, my job is challenging,” “My job inspires me ,” and “I am enthusiastic about my job.” The average level of dedication was computed based on the five items. The Cronbach’s alpha coefficients were 0.86 at T1 and T2. 3.3.2.3. Absorption Absorpt... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.738 | ["career", "motivation", "crisis"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707522 | [
0.020908677950501442,
0.039813458919525146,
-0.03913772106170654,
0.03793506324291229,
0.04179779067635536,
-0.037599410861730576,
0.12022892385721207,
0.10008691996335983,
-0.04364985600113869,
-0.0525238960981369,
-0.05017266422510147,
0.012583492323756218,
-0.022451821714639664,
0.02188... | ||
am working ,” and “ It is difficult to detach myself from my job .” The average level of absorption was computed based on the six items. The Cronbach’s alpha coefficient at T1 was 0.84 and 0.87 at T2. 3.4. Analysis All analyses were conducted using SPSS 28 software ( IBM Corp, 2021 ). A preliminary analysis assessed wh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.706 | ["leadership", "crisis", "career", "war_conflict", "education"] | 456 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707581 | [
0.05569354444742203,
-0.0286715067923069,
-0.032337043434381485,
0.08620018512010574,
0.08050906658172607,
-0.03277812525629997,
0.07927312701940536,
0.06706079095602036,
-0.05881386995315552,
-0.008672313764691353,
0.016967687755823135,
0.013587434776127338,
-0.05888357385993004,
-0.01586... | ||
hic variables (i.e., age, gender, and education). An independent samples t -test explored any difference in the average age between groups and χ 2 tests examined any differences in gender or education between groups. Additionally, independent samples t -tests assessed whether the outcome variables (i.e., emotional exha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.672 | ["education", "leadership"] | 438 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707629 | [
0.07556482404470444,
0.058021385222673416,
-0.022499684244394302,
0.10519872605800629,
0.05623483657836914,
-0.00038777486770413816,
0.009995433501899242,
-0.054090823978185654,
-0.031184155493974686,
0.04108928516507149,
0.014054689556360245,
0.0030888535548001528,
-0.031135188415646553,
... | ||
ion) at T1 differed among leaders between groups. To test the effectiveness of the executive coaching intervention, we conducted repeated measures analyses of variance (ANOVAs) where time (i.e., T1 vs. T2 for each dimension for burnout and engagement respectively) was our independent within-subject factor and intervent... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.694 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707682 | [
0.07286830991506577,
0.06368957459926605,
0.06590652465820312,
0.044935841113328934,
0.07082892209291458,
0.1104932427406311,
-0.014248737134039402,
0.025177743285894394,
0.09095491468906403,
-0.0034703051205724478,
0.03488795831799507,
0.08199582993984222,
-0.009169699624180794,
0.0408930... | ||
ween time and group, follow-up analyses with paired samples t -tests determined whether the means from groups differed significantly between T1 and T2 on the respective outcome variables. We considered p ≤ 0.05 to be statistically significant. Practical significance was determined by effect size using Cohen’s d s , whi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.318 | 0.684 | [] | 414 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707827 | [
0.066319540143013,
0.04384356364607811,
0.069013811647892,
0.04935913532972336,
0.0026513803750276566,
0.015109344385564327,
-0.01726382039487362,
0.05081462115049362,
0.033890899270772934,
-0.02583017759025097,
0.05729876831173897,
0.016453199088573456,
-0.0652240589261055,
0.041088312864... | ||
, and 0.80 large ( Cohen, 1988 ). 4. Results 4.1. Preliminary analysis An independent samples t -test revealed that there was not a significant difference in age between the experimental and control group [ t (85) = 1.544, p = 0.13]. Additionally, the χ 2 tests revealed that leader’s education level did not differ betw... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.724 | ["leadership", "education"] | 453 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.707958 | [
0.09641000628471375,
0.0702752098441124,
-0.0020636438857764006,
0.07282993942499161,
0.010798406787216663,
0.022141020745038986,
-0.050726648420095444,
0.002707058098167181,
-0.04384652152657509,
0.12406481057405472,
0.09413894265890121,
0.01477896235883236,
-0.00992679689079523,
-0.00099... | ||
ender [ χ 2 (1) = 6.50, p = 0.01] (see Table 1 ). However, a regression analysis showed that gender did not significantly impact any of the T1 outcome variables (i.e., emotional exhaustion [ F (1,89) = 1.09, p = 0.30], cynicism [ F (1,89) = 1.62, p = 0.21], personal inefficacy [ F (1,89) = 0.23, p = 0.63], vigor [ F (1... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.398 | 0.746 | ["education"] | 495 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.708016 | [
0.07594480365514755,
0.04296023026108742,
0.009079749695956707,
0.10957394540309906,
0.0774717628955841,
-0.008967836387455463,
0.017683548852801323,
0.044907838106155396,
-0.002486406359821558,
0.04397905617952347,
0.01518433727324009,
-0.021361209452152252,
-0.02256934531033039,
-0.00029... | ||
n and gender were excluded from further analyses. Levene’s test of equality of variances revealed that both the experimental group and control group had equal variances at both T1 and T2 for emotional exhaustion, personal inefficacy, vigor, dedication, and absorption. However, the assumption of equal variances was viol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.858 | ["social_justice"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.708074 | [
0.06256710737943649,
0.014520970173180103,
0.05305098369717598,
0.10150814801454544,
0.05284006893634796,
-0.02445336803793907,
0.04256585240364075,
0.033960577100515366,
-0.024225695058703423,
0.0037358878180384636,
-0.027614766731858253,
-0.04307999089360237,
-0.016052119433879852,
-0.06... | ||
interactions including this T2 outcome variable. 4.2. Hypotheses test results Repeated measures ANOVAs assessed all six of our hypotheses sequentially as outlined in the introduction of this paper (see Table 2 ). Table 2. Means, standard errors (in br | https://pmc.ncbi.nlm.nih.gov/articles/PMC10726131/ | Coaching leaders toward favorable trajectories of burnout and engagement - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.628 | [] | 251 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.708124 | [
0.039788052439689636,
0.027989991009235382,
0.0669044628739357,
0.054974738508462906,
-0.009741228073835373,
0.06541422754526138,
-0.006422944832593203,
0.05426773801445961,
0.028484193608164787,
0.004064266569912434,
0.06872310489416122,
-0.012828394770622253,
-0.03305366635322571,
-0.020... | ||
Germany ✉ *Correspondence: Darja Kragt, Darja.kragt@uwa.edu.au † These authors have contributed equally to this work This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2020 Feb 24; Accepted 2020 Jul 1; Collection date 2020. Copyright © 2020 Kragt and Day. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.828 | ["innovation"] | 431 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.954393 | [
0.06778454780578613,
0.10353562235832214,
0.02832864783704281,
0.09511636942625046,
0.05512550473213196,
-0.0006325037102214992,
-0.004401704296469688,
-0.006002708338201046,
0.11910302191972733,
-0.00826613325625658,
-0.03457903861999512,
0.04465572535991669,
-0.013706541620194912,
0.0110... | ||
e.g., examples of prominent leaders), which motivates them to re-construct their own leader identity ( Gagnon and Collinson, 2014 ). Although empirical evidence is available to support these propositions, previous findings are often based on student samples. For example, students exposed to transformational leadership ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.83 | ["leadership", "philosophy", "motivation"] | 455 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.954711 | [
-0.059506990015506744,
0.06388877332210541,
0.06023264676332474,
0.021126149222254753,
0.05101617053151131,
-0.02574196271598339,
0.02497800625860691,
-0.028329120948910713,
0.10324503481388092,
0.022289512678980827,
0.052186377346515656,
0.045197032392024994,
0.0011620629811659455,
0.0150... | ||
leadership competencies ( Lord and Hall, 2005 ). Identity also provides a basis for motivation to further develop leadership competencies in that a strong sense of self as a leader will motivate an individual to seek out opportunities to practice and to further develop one’s leadership competencies ( Day et al., 2009 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.86 | ["leadership", "motivation"] | 484 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.954804 | [
0.007131566293537617,
0.015870697796344757,
-0.03263875097036362,
-0.005915763322263956,
0.07132796198129654,
-0.034463729709386826,
0.07559626549482346,
-0.010768182575702667,
0.05179262161254883,
-0.004588753450661898,
-0.010288339108228683,
-0.025927623733878136,
0.06317763775587082,
0.... | ||
s little theoretical guidance available to explain why this might be the case. Possibly, leader identity is more strongly related to the acquisition of those competencies that are seen as representative (i.e., prototypical) to the meaning of leadership held by an individual. This is in line with the literature on impli... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.59 | 0.848 | ["leadership"] | 477 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.954885 | [
-0.0532948262989521,
0.044334203004837036,
0.061161916702985764,
0.023065311834216118,
0.04929943010210991,
-0.017496606335043907,
0.048847150057554245,
-0.019719388335943222,
0.08147435635328293,
0.0073136440478265285,
0.004187814891338348,
-0.026797203347086906,
0.009945191442966461,
0.0... | ||
or deliverables other than the self-rated leader identity scale and coaches’ ratings. The data were collected over 5 years with a total sample size of 80. All ratings were collected electronically from participants and coaches the week following a multi-day engagement session that occurred at various points throughout ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.609 | 0.834 | ["leadership"] | 456 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.954960 | [
0.002264650072902441,
0.016101714223623276,
-0.02311522513628006,
0.044318292289972305,
0.003910636063665152,
0.04950406029820442,
-0.010247194208204746,
0.058696355670690536,
0.009810565039515495,
-0.018612252548336983,
-0.009261727333068848,
0.024686453863978386,
0.0357719250023365,
0.06... | ||
., business analyst), and 7.5% were in a general management role (e.g., business category manager, regional manager). The response rate among the program participants varied between 82.5 and 90.0% (86.3% on average). The coaches provided executive coaching from the same external vendor across cohorts at the individual ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.593 | 0.676 | ["management"] | 422 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955024 | [
0.07779044657945633,
-0.012354040518403053,
-0.003511244198307395,
0.02779543213546276,
-0.06196006014943123,
0.008983110077679157,
0.015669625252485275,
0.10124201327562332,
0.037135303020477295,
-0.028411921113729477,
-0.03728102892637253,
0.03019445203244686,
-0.016347600147128105,
-0.0... | ||
ent sessions and throughout the program by phone. Ten coaches were engaged with the program, providing both individual and group coaching sessions. The number of participants per coach across five program years varied between 3 and 21 (average = 5.1). Six coaches participated in the program just once, one coach twice, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.569 | 0.85 | [] | 461 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955086 | [
0.008516058325767517,
-0.04765353724360466,
0.03768344596028328,
-0.0539613775908947,
-0.023525375872850418,
-0.0032856655307114124,
0.002151452237740159,
0.08600286394357681,
-0.017744360491633415,
-0.013939494267106056,
-0.04328521713614464,
-0.013257460668683052,
0.034935541450977325,
-... | ||
complex ideas (ART), and adapting to change (AD). The items used to measure each competency are presented in Appendix . We extracted the information about promotion (outcome) from company records 1 year after the last cohort of high-potential executives completed the program. Promotion was coded 1 if a participant chan... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.83 | ["philosophy"] | 411 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955158 | [
-0.03097410686314106,
0.022502506151795387,
-0.012583669275045395,
-0.02842881716787815,
0.023689933121204376,
0.037091612815856934,
-0.03161121532320976,
0.04677947983145714,
-0.034290239214897156,
-0.017540572211146355,
0.043300509452819824,
-0.011311539448797703,
0.006654876284301281,
-... | ||
level or was promoted to the next level position. Promotion was coded 0 if a participant stayed in the same role, including those who left the organization since the conclusion of the program. Overall, 56.3% of the program participants were promoted subsequent to program participation. Control Variables Because 10 diff... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.543 | 0.828 | ["leadership"] | 432 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955220 | [
-0.015373017638921738,
-0.0014895108761265874,
-0.014863609336316586,
0.027376003563404083,
0.033876437693834305,
0.1336408257484436,
-0.024403074756264687,
0.03826097026467323,
-0.0454995259642601,
0.02458450011909008,
0.05091320723295212,
0.017850803211331367,
0.0905907154083252,
0.00287... | ||
that the inter-correlations between competencies are not so high as to suggest that they are measuring the same construct, which is suitable for our study purposes as we investigate the differences between competencies. Table 1 reports the results of the model estimation, including coefficients, results of variance dec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.379 | 0.824 | ["education"] | 412 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955289 | [
0.03814833611249924,
-0.07983861118555069,
-0.02979820966720581,
0.03146371990442276,
-0.009822838939726353,
0.03205303102731705,
-0.05093026161193848,
0.04284525290131569,
-0.010531653650105,
-0.008554737083613873,
0.014009051024913788,
-0.05084145814180374,
0.061586976051330566,
0.057803... | ||
is 1, the analyses were conducted in three steps. First, we estimated an unconditional means model (intercept only, model 0) to determine the intraclass correlation coefficient, which indicates how much of the total variance in leadership competencies varies between versus within individuals. Between 35.8 (promoting em... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.414 | 0.826 | ["leadership", "management"] | 462 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955351 | [
0.029802793636918068,
-0.037467725574970245,
-0.0015330491587519646,
0.022471174597740173,
-0.012234260328114033,
0.059908948838710785,
-0.05445612221956253,
-0.016194045543670654,
-0.027753982692956924,
-0.037995174527168274,
0.021900910884141922,
-0.037492863833904266,
0.008724085986614227... | ||
ating commitment; N, negotiating; MS, managing stress; ART, articulating complex ideas; AD, adapting to change; LL, log likelihood; df, degrees of freedom. a Model 2 analyses included control variables for coaches (dummy coded). *Significant at p < 0.05. Next, we estimated two models with a time variable to account for... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.856 | ["leadership", "management", "social_justice"] | 476 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955439 | [
0.02010761760175228,
-0.012292704544961452,
-0.02985876239836216,
0.05506907030940056,
0.014664565213024616,
0.061545342206954956,
-0.0928930938243866,
-0.0047391848638653755,
0.039263203740119934,
0.04065925255417824,
0.020183729007840157,
0.02769544906914234,
0.01334559265524149,
0.06484... | ||
intercept) and the rate of change (i.e., slope). To test this hypothesis, we first extracted the individual participants’ intercept and slope coefficients for each leadership competency. These coefficients were obtained from model 2 and thus included the effects of control variables (coach and gender). Next, we conduct... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.456 | 0.824 | ["leadership"] | 444 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955517 | [
0.016188740730285645,
0.021796490997076035,
-0.0020893472246825695,
0.0482291653752327,
0.014270484447479248,
0.06584075838327408,
-0.08744297176599503,
0.02029300108551979,
0.042129773646593094,
0.04519456997513771,
0.042594872415065765,
-0.03104426898062229,
0.005721041467040777,
0.06240... | ||
he intercept coefficients were significantly different when the competencies were compared one to one. Somewhat an exception was adapting to change competency, which was only significantly different from three other competencies (challenging the status quo , promoting employee voice, and articulating complex ideas). Fu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.816 | [] | 437 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955573 | [
0.012297510169446468,
-0.012836327776312828,
-0.03699137270450592,
0.0013887074310332537,
0.029724860563874245,
0.056906044483184814,
-0.08128771930932999,
0.022472690790891647,
-0.025047848001122475,
-0.03071657381951809,
-0.011934452690184116,
-0.03572965785861015,
-0.03358066454529762,
... | ||
elopmental trajectory of leadership competencies. The unconditional means model (intercept only, model 0) indicated that 30.0% percent of variance in leader identity was attributable to within-person variation (see Table 2 ). The model with time-varying slope (model 1b) was not significantly better than the fixed-slope... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.834 | ["leadership"] | 476 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955633 | [
0.015149468556046486,
0.010224551893770695,
0.031443770974874496,
0.012583522126078606,
-0.0010345802875235677,
0.033038634806871414,
-0.05923843756318092,
0.01880604401230812,
0.022915447130799294,
0.009415043517947197,
0.0694839283823967,
0.026596784591674805,
0.02938961237668991,
0.0630... | ||
414.2 Model 1a: fixed slope Intercept 3.95* Linear slope 0.183* −2LL ( df = 4) 329.4 Model 1b: varying slope Intercept 3.94* Linear slope 0.186* −2LL ( df = 6) 324.3 Δ−2LL (Δ df = 2) 5.1 Model 2: varying slope and control variables Intercept 3.98* Linear slope 0.186* Gender −0.139 −2LL ( df = 16) 323.0 Open in a new ta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.722 | ["leadership", "networking", "social_justice"] | 494 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955701 | [
0.01735631935298443,
-0.008869389072060585,
0.008358596824109554,
0.007457101251929998,
0.008344192989170551,
0.021500037983059883,
-0.06783264130353928,
0.0049607097171247005,
0.020017968490719795,
0.028053756803274155,
0.048363346606492996,
-0.016074350103735924,
0.008743186481297016,
0.... | ||
* 0.283* Gender −0.044 0.122 0.364* 0.110 −0.061 −0.265* −0.037 −0.107 Leader identity 0.227* 0.293* −0.097 0.190* −0.016 −0.163 0.012 0.084 −2LL ( df = 17) 476.4 480.6 580.3 548.0 471.2 506.1 487.5 389.3 Open in a new tab SQ, challenging the status quo; VD, valuing diversity; PEV, promoting employee voice; CC, creatin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.698 | ["leadership", "management", "social_justice"] | 471 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955783 | [
0.022637125104665756,
-0.02590947411954403,
-0.06575918197631836,
-0.004770843777805567,
-0.012317379005253315,
0.04765423387289047,
-0.019062761217355728,
-0.03767269104719162,
0.01248163916170597,
0.04247413948178291,
0.04817170277237892,
-0.02191930264234543,
-0.059610992670059204,
-0.0... | ||
ership competency as a function of a leader’s experience (e.g., Dragoni et al., 2011 ), the present study proposed that high-potential executives rely on a | https://pmc.ncbi.nlm.nih.gov/articles/PMC7419574/ | Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.6 | ["leadership", "education"] | 155 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:17.955856 | [
0.013930296525359154,
0.02198285423219204,
0.019063426181674004,
0.0034023039042949677,
-0.01764306239783764,
0.031144559383392334,
0.030762946233153343,
-0.006800510920584202,
-0.007862137630581856,
0.0030582372564822435,
-0.0003645031538326293,
0.037837713956832886,
0.04510107263922691,
... | ||
as a proactive social informal learning activity. Furthermore, to further develop an understanding of feedback seeking behavior as well as the role of learning leadership, Study 1 investigates the relationship between learning leadership, and the act and use of feedback seeking. This results in the following hypotheses... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.85 | ["leadership", "education", "networking", "philosophy"] | 502 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.203868 | [
0.028954192996025085,
0.01906399615108967,
0.006799136288464069,
0.04728667810559273,
0.03184232488274574,
-0.027786171063780785,
0.05898287519812584,
0.012891908176243305,
0.0420205257833004,
0.03661350905895233,
0.050534382462501526,
0.0866672471165657,
0.010710092261433601,
-0.007919820... | ||
Front Psychol . 2022 Jul 22;13:890861. doi: 10.3389/fpsyg.2022.890861 Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking Samantha Crans Samantha Crans 1 Department of Educational Research and Development, School of Business and Economics, Maastricht University, Maastricht, Netherl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.83 | ["education", "leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204105 | [
0.0019227012526243925,
0.06357945501804352,
-0.016916172578930855,
0.06270484626293182,
-0.01637852005660534,
-0.009179651737213135,
0.034739285707473755,
0.02604699321091175,
0.030228478834033012,
0.04440750181674957,
0.0219741128385067,
-0.010693599469959736,
0.03434702008962631,
-0.0157... | ||
ol of Business and Economics, Maastricht University, Maastricht, Netherlands Find articles by Persiana Aksentieva 1 , Simon Beausaert Simon Beausaert 1 Department of Educational Research and Development, School of Business and Economics, Maastricht University, Maastricht, Netherlands Find articles by Simon Beausaert 1 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.669 | ["education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204242 | [
0.05038078501820564,
0.032299838960170746,
0.03693527728319168,
0.05280423164367676,
0.03496953472495079,
-0.0052802967838943005,
-0.025687752291560173,
0.09276387095451355,
0.04473312944173813,
0.01004116889089346,
0.07007969915866852,
0.05152575299143791,
-0.03813610225915909,
-0.0285281... | ||
richt, Netherlands Find articles by Mien Segers 1 Author information Article notes Copyright and License information 1 Department of Educational Research and Development, School of Business and Economics, Maastricht University, Maastricht, Netherlands Edited by: Isabel Raemdonck, Catholic University of Louvain, Belgium... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.824 | ["education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204360 | [
0.09808725118637085,
0.022050978615880013,
0.06270387768745422,
0.0389876514673233,
0.06678850203752518,
0.031500235199928284,
-0.04486240819096565,
0.08448755741119385,
0.08071187883615494,
0.009056630544364452,
0.06163588538765907,
0.015615907497704029,
-0.06629285216331482,
-0.024445502... | ||
be referred to as immediate or delayed feedback. The source characteristics may affect the costs and value that the feedback seeker attributes to feedback from a particular source. These refer to the source’s expertise and trustworthiness. A highly credible source may reflect a higher perceived value of the feedback an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.375 | 0.836 | [] | 420 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204440 | [
-0.054177314043045044,
-0.04732270911335945,
-0.06410247832536697,
0.06834482401609421,
0.10666630417108536,
0.024849027395248413,
0.017681052908301353,
0.014201727695763111,
0.10990702360868454,
-0.013304713182151318,
-0.0038041584193706512,
-0.002645377069711685,
0.08590526133775711,
-0.... | ||
e: Samantha Crans, s.crans@maastrichtuniversity.nl This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2022 Mar 6; Accepted 2022 Jun 30; Collection date 2022. Copyright © 2022 Crans, Aksentieva, Beausaert and Segers. This is an open-access article distribut... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.846 | ["innovation", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204736 | [
0.06156260520219803,
0.1004905104637146,
0.011879040859639645,
0.08945035189390182,
0.05356556177139282,
-0.0411163792014122,
-0.0013176514767110348,
-0.011678221635520458,
0.0922645553946495,
-0.0007994654588401318,
-0.030374227091670036,
0.04584725573658943,
-0.014678500592708588,
-0.016... | ||
ovided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC9355701 PMID: 35936269... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.844 | ["education", "career"] | 506 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.204843 | [
-0.02566346526145935,
0.04420459270477295,
-0.014737487770617008,
0.055560581386089325,
0.047870319336652756,
-0.003536525648087263,
-0.03726813197135925,
0.03878827765583992,
0.00554945133626461,
0.022143924608826637,
0.02926662564277649,
0.11173421889543533,
-0.0011507710441946983,
-0.00... | ||
ions to create and sustain competitive advantage. In this regard, feedback seeking is a powerful vehicle to gain new knowledge and insights in one’s development and performance. The current research dives deeper in the concept of feedback seeking by investigating the act and use of feedback as well as multiple feedback... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.609 | 0.856 | ["leadership", "education", "philosophy"] | 508 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205085 | [
0.0006969748064875603,
0.020476894453167915,
0.02720698155462742,
0.05322929844260216,
-0.00402131536975503,
-0.01610262133181095,
0.0876845195889473,
0.0034579664934426546,
0.061583518981933594,
-0.013802937231957912,
-0.023308536037802696,
0.01610979437828064,
0.07153137028217316,
0.0137... | ||
role of learning leadership for feedback seeking. Learning leadership supports, facilitates and encourages employees’ professional development. To address these aims, two independent studies were conducted. Study 1 was a quantitative, survey study that investigated the direct relationship between learning leadership an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.84 | ["leadership", "education", "communication", "networking", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205245 | [
0.023288192227482796,
0.0484495535492897,
0.006414416711777449,
0.063323013484478,
-0.008833209052681923,
-0.014248155988752842,
0.02431509643793106,
0.006572050042450428,
0.0541098453104496,
0.019771195948123932,
0.0018226542742922902,
0.05763750150799751,
0.014366263523697853,
-0.0062133... | ||
were linked to different methods of feedback seeking. The findings confirmed the pivotal role of leaders in employees’ feedback seeking behavior and provided an overview of concrete learning leadership behaviors. Keywords: leadership, learning leadership, feedback seeking, informal learning, quantitative method, qualit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.812 | ["leadership", "education", "crisis", "philosophy"] | 458 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205465 | [
0.02319016121327877,
0.01019318401813507,
0.021504001691937447,
0.0684032142162323,
-0.052147284150123596,
-0.00534094450995326,
-0.004396290984004736,
0.03656227886676788,
0.015820885077118874,
0.002738422714173794,
0.0340426042675972,
0.057737965136766434,
0.015676826238632202,
-0.001751... | ||
ogical advancements and globalization of markets. In this regard, investing in human capital through workplace learning ensures an adequately skilled workforce as well as sustainable competitive advantage for organizations ( Jiang et al., 2012 ; Salas et al., 2012 ). Informal learning has been shown to be particularly ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.854 | ["education", "philosophy"] | 506 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205621 | [
0.05653422698378563,
0.08050844073295593,
0.00525109376758337,
0.05453428998589516,
0.021212125197052956,
0.01633726991713047,
0.03128528967499733,
-0.02886139042675495,
-0.04960429668426514,
0.0288957878947258,
0.026782305911183357,
0.09111608564853668,
-0.061622828245162964,
-0.022210307... | ||
of one’s work practices ( Manuti et al., 2015 ). It is also linked to positive outcomes, such as employability ( Froehlich et al., 2014a ), innovative work behavior ( Gerken et al., 2016 ), and job performance ( Park and Choi, 2016 ). Indeed, as the review by Manuti et al. (2015) shows, during the past decades, many re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.374 | 0.85 | ["education", "philosophy", "career"] | 437 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205708 | [
0.006267671938985586,
0.10526804625988007,
-0.010070037096738815,
0.043650489300489426,
0.06166265532374382,
-0.03321847692131996,
0.051310982555150986,
-0.017299219965934753,
-0.004271407146006823,
-0.025480415672063828,
0.06334542483091354,
0.16323432326316833,
-0.0587930753827095,
-0.02... | ||
as an essential component of workplace learning. Informal learning is defined as learning from experiences that are embedded in daily work activities and take a less formal form ( Manuti et al., 2015 ). In other words, informal learning reflects the acquisition of knowledge and skills which is not as structured as form... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.35 | 0.868 | ["education", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205829 | [
0.08129384368658066,
0.09124144911766052,
-0.018666621297597885,
0.05448605865240097,
0.07689596712589264,
-0.014481046237051487,
0.010833523236215115,
-0.04355138912796974,
-0.0010235477238893509,
-0.013829953968524933,
0.07513792812824249,
0.07732982188463211,
-0.03827771171927452,
0.020... | ||
learner, often driven by a certain need to learn. Informal learning takes place in various forms, such as an unplanned chat or planned discussion with colleagues, checking monthly company mails to employees with updates on organizational procedures, observing how an experienced colleague from a different department han... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.388 | 0.836 | ["philosophy", "management", "crisis", "education"] | 442 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.205908 | [
0.02083755098283291,
0.02262113429605961,
0.0007481659413315356,
0.06857962161302567,
0.03673132508993149,
-0.07619374990463257,
0.014633383601903915,
-0.0068507930263876915,
0.03334912657737732,
0.007749926298856735,
0.04669374227523804,
0.04311908036470413,
-0.09482389688491821,
-0.02700... | ||
ing a manager to give feedback on a draft report. These are examples of concrete informal learning activities which can be categorized in individual learning, social learning and learning from non-personal resources ( Noe et al., 2013 ). Learning through social interactions with colleagues is of particular importance. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.85 | ["education", "management", "philosophy", "salary", "economy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206020 | [
0.02323008142411709,
0.08263665437698364,
0.010642764158546925,
0.06701450049877167,
0.05221620574593544,
-0.02309400960803032,
0.022236894816160202,
0.022528354078531265,
0.005624658893793821,
0.00635101180523634,
0.04596327990293503,
0.07508549094200134,
-0.05077335238456726,
-0.01488426... | ||
on team projects and observing colleagues and supervisors. Particularly feedback seeking, as a proactive social informal learning activity, has a pivotal role in learning ( Crommelinck and Anseel, 2013 ). Seeking feedback enables the learner to receive and use information related to one’s performance or behavior. Feedb... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.38 | 0.852 | ["philosophy", "education", "management"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206116 | [
0.016988679766654968,
0.021862482652068138,
-0.03227470815181732,
0.03159572184085846,
0.06754369288682938,
-0.03235161304473877,
0.06703261286020279,
0.03294311836361885,
0.03991842642426491,
-0.0040443032048642635,
-0.0026375465095043182,
0.06803212314844131,
-0.00911916047334671,
-0.036... | ||
ed includes information that is oftentimes specifically aimed at improving one’s skills or performance ( Crommelinck and Anseel, 2013 ), rather than merely solving a problem at hand or gaining information to fill a gap in knowledge. To create conditions for employees to engage in feedback seeking behavior, the role of ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.864 | ["education", "philosophy", "leadership", "management"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206187 | [
-0.040408335626125336,
0.03958028927445412,
0.018627954646945,
0.06259792298078537,
-0.00944811012595892,
0.022426757961511612,
0.036813925951719284,
0.010536115616559982,
-0.061898957937955856,
0.033398907631635666,
-0.0056616696529090405,
0.05377405509352684,
0.01954355090856552,
0.00599... | ||
“skill-building weapon” ( LinkedIn Learning, 2021 ). According to the results of the survey published in this report, nearly half (49%) of L&D professionals are cooperating with managers to drive learner engagement and skill building. Throughout the years, feedback seeking research has also paid attention to the role o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.704 | ["leadership", "management", "networking", "career", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206253 | [
-0.01402087789028883,
-0.01676047407090664,
0.035592496395111084,
0.05694697052240372,
0.009077939204871655,
0.014484825544059277,
0.008855783380568027,
0.026925256475806236,
-0.023731425404548645,
0.03895069658756256,
-0.002857639454305172,
0.08343461900949478,
0.04469103738665581,
0.0157... | ||
leaders and employees (i.e., leader–member exchange) when studying feedback seeking. Studies on leader–member exchange (LMX) highlight how high-quality relationships between leaders and their employees may increase feedback seeking behavior ( Chun et al., 2014 ; Ashford et al., 2016 ). Well-established leadership style... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.448 | 0.702 | ["leadership", "networking", "education", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206326 | [
-0.046244654804468155,
-0.026539206504821777,
0.06048434227705002,
0.012049153447151184,
0.008329452015459538,
-0.00012066622730344534,
0.043265607208013535,
0.009812855161726475,
0.049338582903146744,
-0.03551214560866356,
-0.015569818206131458,
0.0463072843849659,
0.06210948899388313,
-0... | ||
al., 2000 ; Qian et al., 2012 ; Anseel et al., 2015 ). Although these former studies on leadership styles and feedback seeking are useful to understand why employees do or do not engage in feedback seeking they are often limited to well-established general leadership styles, such as transformational and authentic leade... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.724 | ["leadership", "philosophy", "strategy", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206419 | [
-0.017829157412052155,
0.022456463426351547,
0.023893721401691437,
0.04880350083112717,
-0.0007299825083464384,
0.018942194059491158,
0.00614038435742259,
-0.00819437112659216,
0.06407146900892258,
-0.020891418680548668,
0.002554383361712098,
0.09592922776937485,
0.034237660467624664,
0.00... | ||
place learning strategy, literature specifically addressing leadership behaviors that positively or negatively influence learning at work offer a more relevant perspective in understanding how leaders can promote feedback seeking to support professional learning and development. In this respect, scholars use concepts s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.826 | ["leadership", "education", "communication", "strategy", "career"] | 488 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206507 | [
0.05864601209759712,
0.022295642644166946,
0.024168824777007103,
0.03461042046546936,
-0.01869284361600876,
0.009949718602001667,
-0.015105110593140125,
-0.0379490852355957,
0.04131587967276573,
0.051698584109544754,
0.02711370773613453,
0.1293771117925644,
0.02324949949979782,
0.028078027... | ||
lström and Ellström, 2018 ; Crans et al., 2021 ). Leaders who show learning leadership behaviors create conditions for professional learning, organize opportunities for employees to learn and motivate employees in their learning process ( Wallo et al., 2021 ). A different stream of literature identified specific leader... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.854 | ["leadership", "education", "motivation", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206574 | [
-0.006828887853771448,
0.022546783089637756,
0.030771901831030846,
0.02210567146539688,
0.04053874313831329,
0.023127147927880287,
-0.0004649852926377207,
-0.0609603114426136,
0.006219480652362108,
0.021096158772706985,
0.03810777887701988,
0.062248148024082184,
-0.010744668543338776,
0.06... | ||
cilitate the transfer of what has been learned during training (i.e., formal learning) to the workplace, these leader behaviors might be relevant for informal learning as well. Govaerts and Dochy (2014) identified several types of supervisor support such as coaching what has been learned, supporting goal setting, givin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.585 | 0.85 | ["education", "leadership", "philosophy", "war_conflict"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.206980 | [
0.039780739694833755,
0.05061453953385353,
0.04318368807435036,
0.0527459979057312,
0.020701715722680092,
0.023251166567206383,
0.032921481877565384,
-0.01953059621155262,
-0.0288997869938612,
-0.01605556160211563,
0.021695150062441826,
0.09394428879022598,
-0.07088004797697067,
0.06028868... | ||
mportant condition for engagement in informal learning, they address informal learning as a general concept without specifying the distinct informal learning behaviors such as help seeking or feedback seeking ( Ellinger, 2005 ; Froehlich et al., 2014b ). More specifically our understanding of the relationship between l... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.844 | ["education", "leadership", "philosophy", "communication", "networking"] | 504 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207074 | [
0.058795344084501266,
0.03566669300198555,
0.037769220769405365,
0.08226244151592255,
0.04702644422650337,
-0.04337095841765404,
0.057927507907152176,
0.01305218506604433,
0.02720375917851925,
-0.0019410104723647237,
0.02462397888302803,
0.04535045474767685,
-0.028549298644065857,
0.005265... | ||
the engagement of employees in feedback seeking. In addition, prior research on feedback seeking mainly addressed the relationship between leadership and the frequency of feedback seeking ( Crommelinck and Anseel, 2013 ). This stream of literature predominantly focuses on the act of feedback seeking and to a lesser ext... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.569 | 0.866 | ["leadership", "communication", "networking", "war_conflict", "education"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207147 | [
0.0075501143001019955,
0.020705396309494972,
0.001638297806493938,
0.0447462797164917,
0.02411545068025589,
0.015352576039731503,
0.05269873887300491,
0.05900316312909126,
0.03871221840381622,
-0.05131859704852104,
-0.07203928381204605,
0.022152602672576904,
0.017911875620484352,
-0.033631... | ||
eedback seeking is only one element in the process of feedback seeking. The current research will therefore also include the use of feedback seeking as well as feedback seeking methods. In sum, the current study perceives leadership as an important situational factor and addresses the need to investigate concrete leade... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.862 | ["leadership", "communication", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207212 | [
0.008707968518137932,
0.04465819150209427,
0.03338377922773361,
-0.012083672918379307,
0.04327566921710968,
-0.025596240535378456,
0.016399215906858444,
0.0667891725897789,
0.021720606833696365,
-0.036526717245578766,
-0.04844066873192787,
-0.02145053818821907,
0.0722838044166565,
-0.02137... | ||
and Mai’s (2020) call for more empirical research on leadership and informal learning, while not being limited by existing frameworks and theories on leadership and considering feedback seeking as a specific type of social informal learning. Our research aims firstly to study the direct relationship quantitatively betw... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.85 | ["leadership", "education", "philosophy", "networking"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207299 | [
0.015222733840346336,
0.03184805065393448,
0.034585241228342056,
0.09505699574947357,
0.02858162671327591,
-0.03613455593585968,
-0.0007501101354137063,
0.00344383274205029,
0.03165831044316292,
0.016231443732976913,
0.04789217934012413,
0.03690164163708687,
-0.0013910596026107669,
0.00441... | ||
crete learning leadership behaviors for learners to engage in different methods of feedback seeking behavior in a qualitative interview study (Study 2). Theoretical framework Proactively seeking feedback from others has been argued as central in workplace learning ( Eraut, 2000 ; Froehlich et al., 2014a ; Gerken, 2016 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.448 | 0.854 | ["education", "leadership", "interview", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207370 | [
-0.01255287230014801,
0.04119529947638512,
-0.02440684288740158,
0.03961851820349693,
0.01851681061089039,
-0.0542941577732563,
0.051733799278736115,
0.0029535850044339895,
0.0347273126244545,
0.013687296770513058,
0.009613560512661934,
0.04796640947461128,
-0.02023852802813053,
0.01522611... | ||
ing and their interactions with and support from colleagues among the top three activities to learn informally. However, feedback seeking asks for an investment from the learner. It requires the learner to recognize the need for information on his or her performance and to subsequently engage in the proactive search fo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.372 | 0.86 | ["philosophy", "communication"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.207441 | [
0.02215423807501793,
0.005012289620935917,
-0.035203829407691956,
0.03772629797458649,
0.023190604522824287,
-0.005084266420453787,
0.13763189315795898,
0.07753132283687592,
0.012674516066908836,
-0.007331374101340771,
-0.015663648024201393,
0.041573431342840195,
0.01694844476878643,
-0.03... | ||
ressing antecedents of feedback seeking behavior. In this regard, leadership has been argued to play a pivotal role ( Ashford et al., 2016 ). Feedback seeking behavior Feedback seeking is defined as the “conscious devotion of effort toward determining the correctness and adequacy of one’s behaviors for attaining valued... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.4 | 0.86 | ["leadership", "war_conflict", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211012 | [
0.0025601668749004602,
0.01031453162431717,
-0.012893814593553543,
0.048567432910203934,
0.002623596927151084,
-0.020827235653996468,
0.07133541256189346,
0.006150370463728905,
0.014005739241838455,
-0.03564387932419777,
-0.03846268355846405,
-0.0019848982337862253,
0.05702924355864525,
-0... | ||
e need to search for information that can improve one’s skills, competences or performance. It is a process composed of one’s proactivity, interpretation, and their subsequent action ( Ashford et al., 2003 ). However, prior studies predominantly investigated frequency of feedback seeking behavior and to lesser extent t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.864 | ["philosophy"] | 503 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211194 | [
0.031653571873903275,
0.016333725303411484,
-0.03051636926829815,
0.008169475011527538,
-0.034008391201496124,
0.022027404978871346,
0.10443165898323059,
0.06685429066419601,
0.005086883436888456,
-0.04404601454734802,
-0.04160135239362717,
0.06561557203531265,
0.008964885026216507,
-0.006... | ||
as and Rosen, 2010 ; Van der Rijt et al., 2012 ). Feedback seeking literature has focused on when, why, and how employees seek feedback ( Ashford et al., 2003 ). As such, scholars mainly studied (1) feedback characteristics, (2) motives to engage in feedback seeking and (3) specific methods or strategies ( Ashford et a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.854 | [] | 502 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211447 | [
-0.0047493623569607735,
0.0003745781141333282,
0.004571244120597839,
0.03647361695766449,
0.03566693514585495,
0.011974375694990158,
0.0512637197971344,
0.041879571974277496,
0.05946613848209381,
-0.06718804687261581,
-0.06783537566661835,
0.04524875059723854,
0.013766028918325901,
-0.0318... | ||
rce characteristics and topic of feedback sought. The frequency of feedback seeking refers to how often individuals engage in feedback seeking ( Ashford et al., 2003 ). Timing of feedback seeking refers to the length of the time gap between an event (e.g., task performance or behavior) and the act of obtaining event-sp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.333 | 0.686 | ["philosophy"] | 415 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211535 | [
-0.0033890693448483944,
-0.014271413907408714,
-0.0202334001660347,
0.07365085929632187,
0.07417186349630356,
0.04855668172240257,
0.020417578518390656,
0.09475049376487732,
0.07345312833786011,
-0.0221996046602726,
-0.06129968911409378,
-0.02144748903810978,
0.06749840825796127,
-0.008345... | ||
sought from this source ( Anseel et al., 2015 ). Finally, the topic of feedback refers to information about a process or outcome and might include failures or successes. Motives of feedback seeking Ashford et al. (2003) identified other elements of feedback seeking behavior, namely motives that drive employees to seek ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.389 | 0.854 | ["philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211620 | [
-0.0156620554625988,
0.048697106540203094,
-0.011245295405387878,
0.0028296266682446003,
0.07108468562364578,
0.0009182004723697901,
0.09520158916711807,
0.045281924307346344,
0.025842588394880295,
-0.057737257331609726,
-0.041377127170562744,
0.008791402913630009,
0.034727491438388824,
-0... | ||
one’s behavior and attaining one’s goals ( Ashford, 1986 ). The ego-based motive is driven by one’s intention to either defend or enhance their ego ( Ashford et al., 2003 ). Professionals may refrain from actively seeking feedback if this carries the potential of wounding one’s ego. Lastly, the image-based motive refer... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.854 | ["career", "salary"] | 480 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211686 | [
-0.04041051119565964,
0.09398971498012543,
-0.024178167805075645,
-0.0011799486819654703,
0.10030718147754669,
-0.04021088778972626,
0.15062923729419708,
0.05445501208305359,
0.042266666889190674,
-0.014046539552509785,
-0.00860941968858242,
-0.05116662010550499,
0.042604994028806686,
-0.0... | ||
ial costs, risks or benefits to seeking feedback. Methods of feedback seeking Finally, research started to focus on specific methods or strategies of feedback seeking. Ashford and Cummings (1983) identified two main strategies for seeking feedback, namely direct inquiry and monitoring. Most research to date has focused... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.344 | 0.834 | ["salary", "philosophy"] | 442 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211759 | [
-0.04064527153968811,
0.045021235942840576,
0.002425624057650566,
0.041439514607191086,
0.005354341119527817,
-0.014641625806689262,
0.06175609678030014,
0.06180611625313759,
0.10165879875421524,
-0.0038253820966929197,
-0.03803027793765068,
-0.03322804719209671,
0.019255485385656357,
-0.0... | ||
cit and proactive verbal request for information. Monitoring, contrarily, is an indirect method that involves observing the source of feedback and the environment for cues indicative of one’s performance or behavior. Lately, De Luque et al. (2019) extended this research by adding five additional strategies: indirect in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.844 | ["philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.211841 | [
0.007234851364046335,
0.07635010033845901,
-0.028008799999952316,
-0.007338725030422211,
0.022590314969420433,
0.001970212906599045,
0.11686071753501892,
0.08981233835220337,
0.03431553766131401,
0.003925419878214598,
-0.03869657963514328,
-0.027174772694706917,
-0.0012909010984003544,
-0.... | ||
it), backgrounding (giving information about the history of or path toward a task or current level of performance), forecasting (involving a future perspective in which one acknowledges the gaps in knowledge and deficiencies in performance and seek feedback on their plan of action), and opening (inviting the feedback s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.682 | ["philosophy", "education", "war_conflict"] | 422 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216089 | [
-0.008310913108289242,
-0.0007263323641382158,
-0.06891778856515884,
0.07403542846441269,
0.048160623759031296,
-0.00012633693404495716,
0.042053382843732834,
0.08878754079341888,
0.011159992776811123,
-0.03342686593532562,
-0.07505911588668823,
0.020594779402017593,
-0.05124593526124954,
... | ||
or focus of interaction by asking open questions. The current research focuses on explicit and direct feedback seeking methods, namely direct inquiry, monitoring, backgrounding, forecasting and opening. Although feedback seeking behavior has been studied extensively, it is often assumed that the act of seeking feedback... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.396 | 0.822 | [] | 428 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216203 | [
0.02394024468958378,
-0.04208613559603691,
-0.020832037553191185,
0.07046758383512497,
0.04567695036530495,
-0.047818902879953384,
0.050143204629421234,
0.0961141511797905,
0.044379279017448425,
-0.03460492566227913,
-0.1096106693148613,
-0.03179909661412239,
-0.007834553718566895,
-0.0203... | ||
remains untested, despite a call by Anseel et al. (2015) to further delineate the process of feedback seeking and to determine that feedback that has been sought, is also subsequently used. Furthermore, as Price et al. (2010) put forward, measures such as frequency or quantity of feedback only indicate that some condit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.381 | 0.836 | ["war_conflict"] | 426 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216337 | [
-0.022266464307904243,
-0.04041261225938797,
-0.04945091903209686,
0.07033092528581619,
0.015233773738145828,
0.024327043443918228,
0.03992028906941414,
0.0488041490316391,
0.07545042783021927,
-0.05135422945022583,
-0.07040836662054062,
0.002844833303242922,
0.0673181489109993,
-0.0233105... | ||
r, indicate that this feedback is also effective. The current research addresses this concern by focusing on the act of seeking feedback and whether this feedback is also used. Whether useful feedback is attained may also depend on the method or strategy of seeking feedback. For example, explicitly requesting feedback ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.353 | 0.846 | ["communication", "strategy", "philosophy"] | 490 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216710 | [
0.016453545540571213,
-0.047241777181625366,
-0.032409682869911194,
0.009864386171102524,
0.06995870172977448,
0.009777795523405075,
0.062002357095479965,
0.036482300609350204,
0.02627236768603325,
-0.04959830269217491,
-0.09408494830131531,
0.02971350960433483,
0.05973748862743378,
0.0070... | ||
ack seeker to interpret these cues independently. Different methods might determine the usefulness of the feedback. In addition, scholars in the feedback seeking domain predominantly focused on two methods (i.e., monitoring and inquiry). To add to our understanding of feedback seeking, the current research also conside... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.842 | [] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216797 | [
-0.015565847977995872,
0.008121134713292122,
-0.030408751219511032,
0.04557109251618385,
0.047006264328956604,
-0.026998482644557953,
0.07638271152973175,
0.07561995089054108,
0.09092302620410919,
-0.05227893218398094,
-0.09601529687643051,
-0.03557915613055229,
0.02015036530792713,
-0.048... | ||
voted considerable attention to individual factors ( VandeWalle et al., 2000 ; Anseel et al., 2015 ; Ashford et al., 2016 ) and situational factors, such as the relational context, supportive work environment, and leadership ( Van der Rijt et al., 2012 ; Ashford et al., 2016 ). The role of leadership Leadership that st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.86 | ["leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216890 | [
0.015603655017912388,
-0.01554308645427227,
0.06502290815114975,
0.03461252152919769,
0.06357058882713318,
-0.017461208626627922,
0.037764254957437515,
0.020021378993988037,
0.03946994990110397,
-0.04128321260213852,
-0.03984622284770012,
0.03294360637664795,
0.06689751893281937,
-0.014719... | ||
earch started investigating general leadership elements. VandeWalle et al. (2000) analyzed the influence of two leadership elements, namely leader consideration and leader initiation of structure. First, leader consideration reflects mutual trust, respect for employees’ ideas and consideration of their feelings ( Fleis... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.832 | ["leadership", "career"] | 469 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.216965 | [
-0.019102850928902626,
0.04957134649157524,
0.04626457020640373,
-0.02116115391254425,
0.0053771138191223145,
-0.04698792099952698,
0.061100155115127563,
-0.02368536964058876,
0.008865595795214176,
0.03499029949307442,
0.0033546171616762877,
0.01008292380720377,
0.018314896151423454,
0.046... | ||
rvisor defines and structures work and job roles. Leaders who plan, communicate and monitor goals for work and performance, provide more structure for employees. These two elements highlight the role of a good relationship between leader and employee as well as providing a path with clear goals for employees to ask fee... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.838 | ["leadership", "philosophy", "communication", "networking", "career"] | 469 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217052 | [
-0.08123268187046051,
0.08099432289600372,
0.0012258121278136969,
-0.00961089227348566,
0.002408737549558282,
-0.014505958184599876,
-0.03136081621050835,
-0.01967925950884819,
0.056807562708854675,
-0.0377664752304554,
-0.012129642069339752,
0.03232176601886749,
0.008627649396657944,
0.05... | ||
siderable attention in feedback seeking research. Indeed, some transformational leader behaviors are particularly relevant for feedback seeking. Individualized consideration, as an element of transformational leadership, refers to leaders who attend to their employees’ need and support them accordingly ( Anseel et al.,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.417 | 0.828 | ["leadership", "philosophy"] | 485 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217174 | [
0.028765106573700905,
0.05349408835172653,
0.011745057068765163,
0.015692591667175293,
0.06051496043801308,
-0.0029986181762069464,
0.06040750443935394,
0.04826390743255615,
0.048592910170555115,
-0.022152643650770187,
-0.04608353599905968,
0.01943204551935196,
-0.03201809152960777,
0.0087... | ||
ith feedback seeking ( VandeWalle et al., 2000 ). When employees feel their leader respects their individual needs, they might perceive the value of feedback seeking as a means to grow and might feel comfortable enough to engage in feedback seeking. Another aspect of transformational leadership, intellectual stimulatio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.422 | 0.854 | ["leadership", "philosophy", "crisis"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217245 | [
0.00735816964879632,
0.046964384615421295,
0.04690924286842346,
0.020385747775435448,
0.029538162052631378,
0.03733378276228905,
0.06502930819988251,
0.045767802745103836,
0.04456726089119911,
0.004583908244967461,
-0.03466447815299034,
0.004870214965194464,
-0.016860468313097954,
-0.01211... | ||
deeply and find better ways to perform their work. In order to understand whether one is performing well, one can search for feedback on this process. Leaders who actually stimulate different ways of thinking and working, also signal the value of feedback seeking. A recent review by Anseel et al. (2015) showed that tra... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.842 | ["leadership", "philosophy"] | 440 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217310 | [
0.009376229718327522,
0.014646093361079693,
0.01665590889751911,
0.017544647678732872,
-0.0274515300989151,
-0.024323342368006706,
0.00433351332321763,
0.02254459075629711,
0.09105010330677032,
-0.025962306186556816,
-0.06252069771289825,
0.0617285817861557,
0.00891170371323824,
0.01540191... | ||
eking. Similar findings were found by Wang et al. (2016) in their study on transformational leadership, trust and frequency of feedback seeking from supervisors. Transformational leadership was directly and positively related to frequency of feedback seeking, with trust also mediating this relationship. In the past dec... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.846 | ["leadership", "networking", "philosophy", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217384 | [
-0.0008486528531648219,
-0.0053800614550709724,
0.01671331748366356,
0.06894111633300781,
-0.029521936550736427,
-0.023385148495435715,
-0.02256843075156212,
-0.026254849508404732,
0.06386952102184296,
-0.04743723198771477,
0.011411502957344055,
0.015980472788214684,
0.048290614038705826,
... | ||
, 2016 ), such as the quality of the relationships between supervisors and employees (LMX; Chen et al., 2007 ; Chun et al., 2014 ) and supportive leaders who reduce perceived costs and increase the value of feedback seeking ( Ashford et al., 2016 ). High-quality relationships (i.e., high-quality LMX) are characterized ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.86 | ["networking", "leadership"] | 509 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217452 | [
-0.023701289668679237,
-0.06765998154878616,
-0.010448156856000423,
-0.025221243500709534,
-0.08591201156377792,
0.019469639286398888,
0.0068567851558327675,
-0.011061805300414562,
0.013761979527771473,
-0.0755261778831482,
0.021389346569776535,
0.05678791552782059,
0.03453180938959122,
0.... | ||
working partnership ( Graen and Uhl-Bien, 1995 ). The working relationship between employee and supervisor will not have a mere functional character but also provides a foundation of trust and respect that, ultimately, facilitates feedback seeking behavior. Indeed, in a study by Chun et al. (2014) employees who experie... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.379 | 0.85 | ["networking", "education"] | 501 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217528 | [
-0.03544478490948677,
0.020111912861466408,
-0.0044472538866102695,
0.016777047887444496,
-0.08162175863981247,
0.00037743820575997233,
0.0286046601831913,
0.01275706198066473,
0.0514833889901638,
-0.1080734059214592,
-0.02291574701666832,
0.003258214332163334,
-0.0037218211218714714,
0.03... | ||
sed the likelihood to engage in feedback seeking. Building on prior research, one may assume that certain leadership behaviors promote or discourage feedback seeking. In their research Ashford et al. (2003 , 2016) underline the role of leaders or supervisors in employees’ feedback seeking behavior. They argue that lead... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.852 | ["leadership", "networking"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217644 | [
-0.030013784766197205,
0.0010129247093573213,
0.06967176496982574,
0.02768098935484886,
-0.02531987987458706,
-0.018799886107444763,
-0.011132193729281425,
0.006487567909061909,
0.026072390377521515,
-0.062367308884859085,
-0.03464868292212486,
0.03480749577283859,
0.04518403112888336,
-0.... | ||
g in general as well as the methods or strategies used to seek feedback. Although there is a growing interest in the role of leadership, limited attention has been devoted to defining how exactly leadership affects feedback seeking behavior, what is understood as supportive leadership and which concrete leader behavior... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.852 | ["leadership", "education", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.217887 | [
-0.018085943534970284,
0.018913893029093742,
0.03415831923484802,
0.022946659475564957,
-0.014852256514132023,
-0.008594440296292305,
0.03421574831008911,
-0.0044327122159302235,
0.013754883781075478,
0.02312174066901207,
-0.04306783899664879,
0.061416145414114,
0.020640579983592033,
-0.01... | ||
rch areas related to professional learning, such as the domain of workplace ( Marsick and Watkins, 2003 ), organizational learning ( Xie, 2019 ) and the supervisor role in transfer of training ( Govaerts and Dochy, 2014 ). Generally, these streams of literature see leadership as a way to support and stimulate employees... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.852 | ["leadership", "education", "career", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.218571 | [
0.02735515497624874,
0.0614420548081398,
-0.03309354931116104,
0.04075368493795395,
0.09395819902420044,
0.06715456396341324,
-0.02275712788105011,
-0.020718522369861603,
0.012775207869708538,
0.05131913721561432,
0.022964654490351677,
0.09109640121459961,
0.029334455728530884,
0.056274451... | ||
005 ) and learning-oriented leadership ( Wallo et al., 2021 ) in workplace learning and organizational learning literature, are more geared toward leadership that facilitates workplace learning. Ellinger (2005) found that learning-oriented leadership had a positive influence on informal learning through peers as well a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.832 | ["education", "leadership", "war_conflict", "philosophy"] | 456 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.218711 | [
0.02439340204000473,
0.07567711919546127,
0.04300147667527199,
0.0446968637406826,
0.07761996984481812,
0.0070600989274680614,
-0.045278605073690414,
-0.047894593328237534,
0.017164016142487526,
0.02563999779522419,
0.05410918593406677,
0.18248674273490906,
-0.023500286042690277,
0.0326604... | ||
ng opportunities for learning ( Ellinger, 2005 ). Research by Jeon and Kim (2012) demonstrate that top management encouraged informal learning through peers by emphasizing on a strategic level the importance of a skilled workforce and having a clear vision on Human Resource Development. Similarly, in a more recent stud... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.842 | ["education", "leadership", "strategy", "management", "philosophy"] | 440 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219208 | [
-0.011291589587926865,
0.07002571225166321,
0.032779350876808167,
0.08912839740514755,
0.05455617606639862,
-0.006712442729622126,
-0.02852637879550457,
-0.024332156404852867,
-0.024438908323645592,
0.11581297218799591,
0.0031727636232972145,
0.13529683649539948,
-0.013475372456014156,
0.0... | ||
prominent building blocks of a learning climate. Employees in this study perceived their direct supervisors as a pivotal factor in establishing an environment that fostered learning and development. Another research domain that focuses on the role of the supervisor for learning is the transfer of training literature. T... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.842 | ["education", "career"] | 471 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219375 | [
0.04423459991812706,
0.019511450082063675,
0.042450401932001114,
0.09066136181354523,
0.06025204062461853,
0.025762982666492462,
0.025818469002842903,
-0.039677415043115616,
-0.02836788259446621,
0.026206931099295616,
0.06068040058016777,
0.04764234647154808,
-0.016048777848482132,
0.01943... | ||
uring training in their job and work environment. Although training naturally covers formal learning, the transfer of training also includes elements of informal learning, such as applying new knowledge in the workplace, experimenting with new ideas and receiving feedback on this process. The role of supervisors is vit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.426 | 0.858 | ["education", "philosophy", "career"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219529 | [
0.007698408327996731,
0.028028400614857674,
0.020815525203943253,
0.06079405918717384,
0.05185546353459358,
0.0044028363190591335,
0.042833052575588226,
-0.016990507021546364,
-0.025846008211374283,
-0.07206114381551743,
0.016242312267422676,
0.03683461248874664,
-0.028573976829648018,
0.0... | ||
ity and as the transfer of training literature has identified specific leader behaviors that might be relevant for informal learning, it is worthwhile to consider these behaviors too. Supervisors have a signaling function and an influential role in translating and implementing HR policies and practices. Employees may t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.856 | ["education", "philosophy", "leadership"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219614 | [
0.055240340530872345,
0.08418615907430649,
0.020978476852178574,
0.03117038682103157,
0.061719752848148346,
0.012218541465699673,
0.019184967502951622,
-0.025232357904314995,
-0.03212612867355347,
-0.012935233302414417,
0.044113531708717346,
0.09200365841388702,
-0.06465763598680496,
0.056... | ||
racey et al., 2001 ) and provide means to participate in training or other learning activities ( Govaerts et al., 2018 ). These streams of literature continuously show the importance of leadership in professional development. Learning leadership focuses specifically on behaviors that stimulate employees’ development. B... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.84 | ["leadership", "education", "career", "philosophy"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219689 | [
0.008213724941015244,
0.04008157178759575,
0.03577945753931999,
0.04306952282786369,
-0.026509417220950127,
0.05974842980504036,
-0.0452583022415638,
-0.03708991780877113,
0.0035055947955697775,
0.06182563304901123,
0.027994167059659958,
0.09290646761655807,
-0.011176178231835365,
0.048940... | ||
styles such as transformational leadership, we define learning leadership as a leadership approach that facilitates, encourages, and supports employees in their professional development. Learning-committed leaders give feedback, stimulate critical thinking, encourage risk taking, facilitate social interactions, provide... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.497 | 0.806 | ["leadership", "career", "education", "philosophy"] | 430 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.219969 | [
0.017009751871228218,
0.0872945487499237,
-0.015148174948990345,
0.006775320507586002,
-0.006615207996219397,
0.04780321568250656,
-0.02528001368045807,
-0.03775212541222572,
0.04488189518451691,
0.04684989154338837,
0.012331264093518257,
0.09014563262462616,
-0.015785634517669678,
0.03945... | ||
it comes to continuous professional development. Learning leadership as a leadership approach to facilitate feedback seeking behavior Research on leadership behaviors that facilitate and support feedback seeking behavior among employees is sparse. Given that feedback seeking is also a social informal learning activity ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.611 | 0.852 | ["leadership", "education", "career", "economy", "philosophy"] | 511 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220042 | [
-0.00010544399992795661,
0.0386926531791687,
-0.016857264563441277,
0.054717399179935455,
0.03000873699784279,
-0.02058478817343712,
-0.017147183418273926,
0.009371602907776833,
0.018464332446455956,
-0.002191179897636175,
-0.0085675660520792,
0.07614874839782715,
0.0001383461058139801,
0.... | ||
ing and transfer of training more elaborately focuses on specific leader behaviors, it is presumable that learning leadership behaviors also positively affects feedback seeking behavior. As only few studies specifically focused on leadership in relation to feedback seeking, the current research draws from various strea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.458 | 0.818 | ["leadership", "education", "economy"] | 444 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220107 | [
-0.000664686260279268,
-0.005470140837132931,
0.039179351180791855,
0.046637337654829025,
0.040776439011096954,
0.027916165068745613,
0.05133401229977608,
0.002866559661924839,
0.048084430396556854,
-0.008742203935980797,
-0.013257555663585663,
0.05036963149905205,
0.024910282343626022,
0.... | ||
e learning, and transfer of training literature). Previous research found a positive relation between leadership and feedback seeking (e.g., Chen et al., 2007 ; Anseel et al., 2015 ; Wang et al., 2016 ). However, these studies are limited to traditional leadership styles. The current research takes a broader perspectiv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.702 | ["leadership", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220179 | [
0.003045129356905818,
0.06481652706861496,
0.038232166320085526,
0.06009046360850334,
0.05519811436533928,
0.026812419295310974,
0.020680570974946022,
-0.01784205622971058,
0.05357886105775833,
0.004479512572288513,
0.013257339596748352,
0.079165019094944,
0.006944664288312197,
-0.01281313... | ||
elevant for workplace learning and more specifically, and particularly relevant for the scope of this research, for feedback seeking. In addition, when disentangling feedback seeking, learning leadership may be instrumental in the act of seeking feedback, the use of feedback that has been sought and the method through ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.468 | 0.854 | ["leadership", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220263 | [
0.006820831913501024,
0.003872712841257453,
0.015657968819141388,
0.04921778663992882,
0.02904013730585575,
-0.029325589537620544,
0.0574786402285099,
0.04715436324477196,
0.03130410239100456,
-0.023357588797807693,
-0.04758249595761299,
0.03158560022711754,
0.02608015201985836,
-0.0112440... | ||
seeking feedback automatically results in feedback that is subsequently used. Several factors may determine whether feedback is effective and useful ( Price et al., 2010 ). For example, the feedback seeker needs to understand and accept the feedback but should also be able to act on it. A leader who can facilitate this... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.864 | ["leadership", "education"] | 512 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220333 | [
0.019464801996946335,
0.03114110417664051,
-0.004501802381128073,
0.06054331734776497,
0.01344077568501234,
-0.004052564036101103,
0.07456975430250168,
0.04473459720611572,
0.01902313344180584,
-0.001560657867230475,
-0.041380319744348526,
0.022399842739105225,
0.03211524337530136,
-0.0052... | ||
ship for feedback seeking, empirical examination of how learning leadership potentially affects the act and use of feedback seeking remains underdeveloped. To further advance our knowledge of learning leadership and feedback seeking, the current research also considers feedback seeking methods. In the past, studies gen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.838 | ["leadership", "education"] | 494 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220405 | [
0.019858112558722496,
-0.015336348675191402,
0.019431205466389656,
0.09950560331344604,
0.014050081372261047,
-0.008481703698635101,
0.0012219268828630447,
0.028392987325787544,
0.022649360820651054,
0.030206337571144104,
-0.036043792963027954,
0.06808504462242126,
0.017461052164435387,
0.... | ||
relate to different methods of feedback seeking. Research aims and hypotheses The general aim of the current research is to investigate whether a relationship between learning leadership and seeking feedback exists. In this light, two studies have been conducted. First, Study 1 quantitatively examines the proposed rela... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.604 | 0.838 | ["leadership", "education", "networking", "philosophy"] | 474 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220471 | [
0.030947836115956306,
0.03651944175362587,
-0.010964035987854004,
0.07280445843935013,
0.02525961399078369,
-0.029923027381300926,
0.04222805052995682,
0.026777418330311775,
0.05015350505709648,
0.024171780794858932,
0.015860311686992645,
0.06259450316429138,
0.012289178557693958,
-0.01959... | ||
use of feedback that has been sought proactively. Subsequently, based on our theorization and the results of the quantitative study, Study 2 qualitatively explores how feedback is sought (i.e., feedback seeking methods) and what the role of learning leadership is. In order to investigate the latter, learning leadership... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9355701/ | Learning leadership and feedback seeking behavior: Leadership that spurs feedback seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.826 | ["leadership", "education"] | 428 | Leader as Coach Developing Others | topic | 2026-03-27T02:00:18.220556 | [
0.025901488959789276,
0.043548475950956345,
-0.007691096048802137,
0.07959838956594467,
-0.016404492780566216,
0.012102206237614155,
0.016673609614372253,
-0.00007261992868734524,
0.05777977034449577,
0.0610782690346241,
-0.003217453835532069,
0.07327880710363388,
0.04413493722677231,
-0.0... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.