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Front Psychol . 2018 Oct 25;9:2025. doi: 10.3389/fpsyg.2018.02025 Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking Jing Qian Jing Qian 1 Department of Human Resource Management, Business School, Beijing Normal University, Beijing, China Find articles by... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.656 | 0.85 | ["education", "leadership", "management", "philosophy"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.665582 | [
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d articles by Baihe Song 1, * , Zhuyun Jin Zhuyun Jin 2 Faculty of Basic Medical Science, Kunming Medical University, Kunming, China Find articles by Zhuyun Jin 2 , Bin Wang Bin Wang 3 Future of Work Institute, Curtin University, Perth, WA, Australia Find articles by Bin Wang 3 , Hao Chen Hao Chen 1 Department of Human... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.72 | ["education", "philosophy", "management"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.665991 | [
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Copyright and License information 1 Department of Human Resource Management, Business School, Beijing Normal University, Beijing, China 2 Faculty of Basic Medical Science, Kunming Medical University, Kunming, China 3 Future of Work Institute, Curtin University, Perth, WA, Australia Edited by: Guendalina Graffigna, Univ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.539 | 0.836 | ["education", "management", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.666277 | [
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el Sacro Cuore, Italy ✉ *Correspondence: Baihe Song, 201311033021@mail.bnu.edu.cn This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2017 Dec 21; Accepted 2018 Oct 2; Collection date 2018. Copyright © 2018 Qian, Song, Jin, Wang and Chen. This is an open-ac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.822 | ["innovation"] | 413 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.666560 | [
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the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided 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... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.526 | 0.848 | ["innovation", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.666897 | [
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social exchange theory, the present study focuses on the role of feedback-seeking in linking empowering leadership to task performance, taking charge, and voice. We tested the hypothesized model using data from a sample of 32 supervisors and 197 their immediate subordinates. Performing CFA, SEM, and bootstrapping, the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.66 | 0.838 | ["leadership", "philosophy", "education"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667152 | [
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was positively correlated with task performance, taking charge, and voice; and (3) employees’ feedback-seeking mediated the positive relationships between empowering leadership and task performance, taking charge, and voice. We make conclusions by discussing the theoretical and practical implications of these findings,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.66 | 0.828 | ["leadership", "philosophy", "networking"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667287 | [
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performance, taking charge, voice Introduction Currently, the accelerating development of knowledge-based economies brings about uncertainty, changes, and dynamic conditions within organizations ( Detert and Burris, 2007 ; Parker and Collins, 2010 ; Martin et al., 2013 ; Li et al., 2017 ). Empowering leadership, as an ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.608 | 0.836 | ["leadership", "education", "philosophy"] | 473 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667457 | [
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increasingly emphasized ( Lee et al., in press ). This type of leadership consists of supervisors enhancing subordinates’ motivation and generating self-efficacy and psychological empowerment by sharing power with or granting more autonomy to their followers ( Kirkman and Rosen, 1999 ; Arnold et al., 2000 ; Li et al., ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.71 | ["leadership", "philosophy", "motivation", "innovation"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667602 | [
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t al., 2017 ), in-role performance (i.e., performance that is formally expected of subordinates; Kim and Beehr, 2017b ), job satisfaction ( Fong and Snape, 2015 ), and career commitment ( Kim and Beehr, 2017a ). Recent work ( Li et al., 2015 ; Hao et al., 2017 ; Lee et al., in press ) has further suggested that empower... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.738 | ["philosophy", "leadership", "career"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667729 | [
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, taking charge ( Li et al., 2015 ), and voice ( Yoon, 2012 ). We contribute to this important line of research by developing and investigating a model that explains how and why empowering leadership is positively related with task performance, taking charge, and voice. A handful of studies have investigated the psycho... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.471 | 0.858 | ["leadership", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667856 | [
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2017b ), psychological empowerment (e.g., Raub and Robert, 2010 ; Auh et al., 2014 ; Amundsen and Martinsen, 2015 ), role breadth self-efficacy (e.g., Li et al., 2015 ), and passion for work (e.g., Hao et al., 2017 ); however, very little research has been conducted from the behavioral perspective. In light of this, th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.706 | ["leadership", "education"] | 510 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.667984 | [
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hip and an in-role outcome (i.e., employees’ task performance), as well as two extra-role outcomes (i.e., employees’ taking charge and voice). Previous studies have made progress in exploring the relationship between psychological empowerment and feedback seeking behavior ( Chen et al., 2007 ; Huang, 2012 ). For exampl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.69 | ["networking", "philosophy"] | 491 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668153 | [
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st in one’s immediate supervisor; and Chen et al. (2007) demonstrates the relationship of LMX and negative feedback-seeking behavior is negatively moderated by subordinates’ own sense of empowerment which is positively related to a team’s empowerment climate. However, the constructs of empowering leadership and psychol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.543 | 0.838 | ["leadership", "management", "networking"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668280 | [
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employees, which can be perceived by subordinates ( Kirkman and Rosen, 1999 ; Arnold et al., 2000 ; Li et al., 2015 , 2017 ); while psychological empowerment is defined as employees’ intrinsic motivational construct ( Huang, 2012 ). Despite existing researches that illustrates the effects of both psychological empowerm... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.565 | 0.864 | ["leadership", "motivation"] | 510 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668401 | [
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2012 ; Auh et al., 2014 ; Amundsen and Martinsen, 2015 ), the relation between empowering leadership and feedback seeking behavior is still unknown. This study addresses this gap by examining feedback seeking behavior as a mediator. We also extend the literatures investigating on psychological mechanisms behind the inf... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.671 | 0.822 | ["leadership", "communication", "education"] | 411 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668526 | [
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by applying a new lens of behavioral perspective. Scholars suggest that feedback-seeking behavior is a particular type of proactive behavior (i.e., proactive person-environment fit behavior), which refers to proactive behaviors that focus on changing oneself to gain better compatibility ( Parker and Collins, 2010 ). It... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.844 | ["philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668651 | [
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the requirements of situations and therefore behave more effectively within organizations ( Parker and Collins, 2010 ). Indeed, there is a longstanding view that feedback-seeking behavior is an important proactive strategy in employees’ adaptive processes ( Ashford, 1986 ; Parker and Collins, 2010 ). In this study, we ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.49 | 0.852 | ["leadership", "strategy", "networking", "education"] | 499 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.668853 | [
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between empowering leadership and work outcomes. Social exchange theory suggests that high-quality social exchange relationships obey the norm of reciprocity ( Blau, 1964 ; Emerson, 1976 ). More concretely, the recipients of benefits are somehow obligated to provide returns to the givers ( Emerson, 1976 ). Feedback-see... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.85 | ["leadership", "salary", "strategy", "networking"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669012 | [
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g leaders’ benefits ( Harris et al., 2014 ; Parker and Collins, 2010 ). Feedback-seeking helps a person improve his or her performance and brings about desirable outcomes ( Huang, 2012 ; Ashford et al., 2016 ), such as improved task performance ( Chen et al., 2007 ), voice behavior, and taking charge. Taken together, w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.86 | ["leadership", "philosophy", "salary"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669138 | [
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seeking behavior and in turn promote both employees’ in-role performance (i.e., task performance) and extra-role performance (i.e., taking charge and voice). Thus, the first contribution of the current study is to extend our understanding of the relationship between empowering leadership and employee task performance b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.704 | ["philosophy", "leadership", "networking", "education"] | 496 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669289 | [
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2012 ; Hao et al., 2017 ; Lee et al., in press ). Our second contribution is to advance the integration of multiple proactive behaviors (i.e., taking charge, voice, and feedback-seeking behavior; Parker and Collins, 2010 ), and the ongoing research stream of identifying the outcomes of feedback-seeking behavior ( Ashfo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.658 | 0.694 | ["leadership", "networking"] | 476 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669412 | [
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owering leadership and feedback-seeking behavior. The hypothesized theoretical model is presented in Figure 1 . FIGURE 1. Open in a new tab Theoretical model. Theory and Hypotheses Empowering Leadership and Feedback-Seeking Empowering leadership can provide strong support for employees via a series of positive manageri... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.83 | ["leadership", "management", "philosophy"] | 442 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669567 | [
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iving ( Fong and Snape, 2015 ; Li et al., 2015 ). Understandably, empowering leadership is demonstrated to have positive influences on subordinates’ proactive behaviors (e.g., Zhang and Bartol, 2010 ; Chen et al., 2011 ). One critical proactive feedback-seeking behavior is commonly explained to be antecedent-orientated... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.68 | ["leadership"] | 427 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669701 | [
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l, ego, and image, Ashford et al., 2003 , 2016 ). In the present study, we suggest that empowering leadership will stimulate followers’ feedback-seeking behaviors by increasing its instrumental value as well as decreasing the ego and image costs of feedback. Specifically, empowering leadership focuses on sharing power ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.854 | ["leadership", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669835 | [
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of subordinates’ work, showing confidence in subordinates’ abilities, and transferring information and resources, as well as offering more opportunities of autonomous decision-making and problem-solving ( Martin et al., 2013 ; Li et al., 2015 ; Lee et al., in press ). Responding to the support of an empowering leader, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.86 | ["leadership", "decision_making", "agents", "philosophy"] | 496 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.669986 | [
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rs ( Srivastava et al., 2006 ; Li et al., 2015 ). The higher layer of responsibility, in turn, may require the employees to demonstrate more advanced abilities and skills in the workplace. As such, employees’ perceptions of the instrumental value of feedback for developing competence may strongly increase. Indeed, prev... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.648 | 0.858 | [] | 497 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670099 | [
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Kammeyer-Mueller, 2000 ; Ashford et al., 2003 ). More directly, a recent review suggests that subordinates are more willing to engage in feedback-seeking when they are given more autonomy ( Ashford et al., 2016 ). In addition, having gained greater power and autonomy from the empowering leaders, employees may experienc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.86 | ["leadership"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670297 | [
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and their self-confidence of engaging in risky behaviors (such as feedback seeking, voice, and taking charge) is enhanced ( Ahearne et al., 2005 ; Li et al., 2015 ). In addition, previous research has shown that employees with higher self-confidence are more likely to seek feedback ( Ashford, 1986 ; Ashford et al., 200... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.501 | 0.848 | ["leadership"] | 447 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670475 | [
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costs of being proactive ( Martin et al., 2013 ). If an individual has high amounts of self-confidence, they are less inclined to worry about the cost to their image when seeking feedback ( Ashford et al., 2003 ). Therefore, we argue that under the management of empowering leaders, employees may weigh the instrumental ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.856 | ["leadership", "management", "salary"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670597 | [
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positively related to employees’ feedback-seeking behavior. Feedback-Seeking Behavior and Task Performance Feedback-seeking behavior is positively associated with in-role performance ( Nifadkar et al., 2012 ). Task performance is considered as a particular aspect of an employee’s in-role performance within organization... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.84 | ["philosophy"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670733 | [
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performance, they must develop a precise understanding of their role and task requirements ( Renn and Fedor, 2001 ; Whitaker and Levy, 2012 ). For the sake of the knowledge about the self and tasks, employees will search for relevant information to the best of their ability ( Korman, 2001 ; Whitaker and Levy, 2012 ). F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.852 | ["philosophy", "education"] | 455 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.670867 | [
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n ( Ashford and Cummings, 1983 ; Ashford, 2003 ). Not surprisingly, feedback-seeking behavior positively influences several performance outcomes, such as task performance ( Lee et al., in press ), individual creative performance ( Hao et al., 2017 ), and team creative performance ( Hon and Chan, 2013 ). Indeed, empiric... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.698 | ["philosophy", "innovation", "management"] | 475 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.671110 | [
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hitaker et al., 2007 ; Whitaker and Levy, 2012 ). In the present study, we suggest that by using the performance-related information obtained by feedback-seeking, employees can have a better understanding of the task expectations, as well as how to cover any shortages in order to meet these expectations, which in turn ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.477 | 0.85 | ["philosophy", "education"] | 499 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.671267 | [
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is positively related to their task performance. Feedback-Seeking Behavior and Taking Charge Taking charge is defined as an extra-role behavior reflecting one’s voluntary and constructive efforts to challenge the status quo and bring about organizational functional change ( Morrison and Phelps, 1999 ). Taking charge is... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.482 | 0.826 | ["crisis", "philosophy"] | 460 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.671397 | [
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ees’ taking-charge behavior is usually withdrawn. Taking charge is characterized as risky ( McAllister et al., 2007 ; Li et al., 2015 ). If an individual’s proposal is seen as inappropriate or threatening, the individual’s reputation in the workplace will be damaged ( Morrison and Phelps, 1999 ). A previous study notes... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.868 | ["leadership", "career", "education"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.671561 | [
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reer consequences ( Detert and Edmondson, 2011 ). Morrison and Phelps (1999) suggest that two key judgments determining the decision to take charge are assessments of likely success and likely consequences. We suggest that feedback seeking can enhance employees’ assessments of the probability of success and reduce thei... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.844 | ["decision_making", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.671688 | [
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that helps them identify work-related problems accurately and function productively ( Ashford et al., 2003 , 2016 ). This can improve their possibility of bringing about organizational functional change successfully. As such, employees are likely to underestimate the potential risks and believe they are more likely to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.846 | [] | 501 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.672945 | [
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ior is positively related to their taking charge. Feedback-Seeking Behavior and Voice Defined as one’s communication of constructive opinions, concerns, or suggestions about problems or other work-related issues, voice is also seen as an extra-role behavior aiming to improve or change organizations ( van Dyne et al., 2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.854 | ["communication", "crisis"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.673015 | [
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egative aspects that others avoid mentioning ( Detert and Burris, 2007 ; Venkataramani and Tangirala, 2010 ; Morrison, 2011 ; Maynes and Podsakoff, 2014 ). Before making the decision to carry out voice behavior, employees should not only have the ability to notice the potential problems (i.e., perceived efficacy of voi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.852 | ["decision_making"] | 461 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.673070 | [
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eived safety of voice) ( Morrison, 2011 , 2014 ). We argue that feedback-seeking benefits these conditions and in turn stimulates employees’ voice behavior. This is because feedback-seeking can help employees build all-round communication channels through which they can access solid and comprehensive information resour... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.84 | ["communication", "salary", "education", "philosophy"] | 460 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.673160 | [
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ford et al., 2003 , 2016 ; Anseel et al., 2015 ). Accessing these resources means that employees see things from a more comprehensive perspective. They are likely to have greater opportunity to discover upcoming problems or inefficient or inappropriate activities and subsequently come up with solutions ( Morrison, 2014... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.429 | 0.842 | [] | 451 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.673245 | [
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d self-efficacy and safety of voice may increase. There is evidence that feedback-seeking may improve a person’s self-efficacy when he or she deems that feedback-seeking can bring about positive performance ( Renn and Fedor, 2001 ). Accordingly: simple Hypothesis 4: Employees’ feedback-seeking behavior is positively re... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.854 | ["education", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.673372 | [
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Emerson, 1976 ), we argue that employees are likely to develop high-quality social exchange relationships with the leaders under the management of empowering leaders. Specifically, we suggest that through a series of positive managerial practices such as encouragement, emotional support, and information giving, empower... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.832 | ["leadership", "management", "networking", "philosophy"] | 486 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.674289 | [
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power in the workplace, or psychological safety. According to social exchange theory ( Blau, 1964 ; Emerson, 1976 ), as a way to reciprocate these benefits offered by the leaders, subordinates may feel more motivated to meet supervisors’ demands rather than feel stress that results with them shrinking from those demand... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.852 | ["philosophy", "leadership", "motivation", "salary"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.674353 | [
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nce to meet supervisors’ demands ( Ashford et al., 2016 ). Given that the new demands include shared responsibility for the supervisors, employees may have to improve their abilities to behave in the context of a team. Specifically, to reciprocate empowering leaders’ benefits, subordinates are supposed to not only impr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.452 | 0.698 | ["philosophy", "leadership", "management", "salary", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.674761 | [
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ganizationally functional change (i.e., taking charge) or by proactively communicating ideas, suggestions, and so on (i.e., voice). Accordingly: simple Hypothesis 5a: Employees’ feedback-seeking behavior mediates the relationship between leaders’ empowering leadership and employees’ task performance. simple Hypothesis ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.656 | 0.654 | ["leadership", "networking", "philosophy"] | 455 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.674903 | [
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powering leadership and employees’ taking charge. simple Hypothesis 5c: Employees’ feedback-seeking behavior mediates the relationship between leaders’ empowering leadership and employees’ voice. Materials and Methods Participants and Procedure We collected the data from a logistics company located in northern China. T... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.652 | 0.83 | ["leadership", "networking"] | 491 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675042 | [
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port of the company’s human resources department. Participants voluntarily participated in this survey without receiving any specific rewards. Participants’ written informed consent was obtained before the distribution of questionnaires. We prepared separate questionnaires for supervisors and subordinates to minimize t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.804 | ["war_conflict", "philosophy"] | 441 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675168 | [
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nts completed their questionnaires, respectively. Identification numbers were used to match subordinates’ responses with their immediate supervisors’ responses. To ensure confidentiality, we provided a return envelope with seal tape for each respondent. We sent two e-mails to remind each employee to seal the finished q... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.575 | 0.854 | [] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675279 | [
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box outside the venue and instructed the participants to put their sealed questionnaires into the designated box. All these procedures were conducted in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Declaration of Helsinki and its later amendments or com... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.54 | 0.852 | ["ethics", "education", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675401 | [
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ee (HREC) at the Business School of Beijing Normal University. As a result, 32 supervisor questionnaires and 197 subordinate questionnaires were returned (i.e., 100 and 87.9% response rate, respectively), which composed the final sample. The final samples of 197 subordinate respondents were predominantly male (63.5%, S... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.383 | 0.7 | ["education"] | 502 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675522 | [
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the rest held junior high school degrees (23.9%). The average age of the participants was 29.13 years ( SD = 5.28). Rates of missing data ranged from 0 to 0.5%; all missing data were due to participant non-response (e.g., deliberately or accidentally not responding to certain items). Measures All survey instruments wer... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.333 | 0.696 | ["education", "philosophy"] | 484 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.675654 | [
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ndard translation and back-translation procedure. Empowering Leadership Empowering leadership was measured using the 12-item scale developed by Ahearne et al. (2005) . Response options ranged from 1, “strongly disagree” to 7, “strongly agree”. An example item is, “My leader believes that I can handle demanding tasks.” ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.626 | 0.684 | ["leadership"] | 475 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676158 | [
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tem scale developed by VandeWalle et al. (2000) . Response options ranged from 1, “never” to 7, “always.” An example item is, “How often does this subordinate ask you for feedback about his or her overall job performance?” (Coefficient alpha = 0.89). Task Performance Task performance was measured using the 7-item scale... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.712 | ["philosophy", "career"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676281 | [
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This subordinate performs tasks that are expected of him/her.” (Coefficient alpha = 0.88). Taking Charge Taking charge was measured using the 10-item scale developed by Morrison and Phelps (1999) . Response options ranged from 1, “strongly disagree” to 7, “strongly agree.” An example item is, “This subordinate often tr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.702 | ["philosophy"] | 485 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676586 | [
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m scale developed by LePine and Van Dyne (1998) . Response options ranged from 1, “almost never” to 7, “always.” An example item is, “This subordinate speaks up and encourages others in this group to get involved in issues that affect the group.” (Coefficient alpha = 0.94). Control Variables Since employees’ behaviors ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.519 | 0.84 | ["education"] | 463 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676738 | [
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ional level as potentially confounding variables. Table 2 shows the descriptive statistics and correlations among our study variables and potentially confounding variables. As seen in Table 2 , gender and educational level were correlated with some of the outcome variables. Specifically, gender was correlated with taki... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.365 | 0.846 | ["education", "philosophy"] | 504 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676883 | [
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level were controlled for in the mediation model. Table 2. Means, standard deviations, reliabilities, and correlations among study variables. Mean SD 1 2 3 4 5 6 7 8 (1) Gender 1.37 0.48 – (2) Age 29.14 5.38 −0.01 – (3) Educational level 2.69 1.22 −0.39 ∗∗ −0.01 – (4) Empowering leadership 5.28 0.79 −0.07 −0.18 ∗ −0.01... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.742 | ["leadership", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.676981 | [
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(7) Voice 4.69 0.87 −0.11 0.07 0.09 0.14 ∗ 0.47 ∗∗ 0.65 ∗∗ (0.94) (8) Task performance 5.05 0.84 −0.17 ∗ −0.00 0.23 ∗∗ 0.19 ∗∗ 0.42 ∗∗ 0.70 ∗∗ 0.66 ∗∗ (0.88) Open in a new tab N = 197. Reliabilities (Cronbach’s α) on the diagonal in parentheses. ∗ p < 0.05, ∗∗ p < 0.01. Analysis Strategy First, we performed a confirmat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.547 | 0.724 | ["philosophy", "strategy"] | 459 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677079 | [
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f CFA were specified as recommended by Hau et al. (2004) : (1) the mean values of the error terms were 0; (2) there were no correlation between error terms and factors; and (3) the error terms in the measurement equations were not related to each other. Next, structural equation modeling (SEM) was performed using MPLUS... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.339 | 0.86 | ["ethics", "philosophy"] | 466 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677170 | [
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specified as follows as recommended by Hau et al. (2004) : (1) the mean values of the error terms of the measurement equations were 0; (2) the mean value of the residual error of the structural equation was 0; (3) there was no correlation between error terms and factors in the measurement equations, and the error terms... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.356 | 0.73 | ["ethics"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677259 | [
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uation and the factors and error terms in the measurement equations. The bootstrapping method was used to generate 95% confidence intervals that estimated the size and significance of the indirect effect; this was recommended as a more powerful analysis for the examination of mediation models and more robust to violati... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.548 | 0.86 | [] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677346 | [
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levels to conduct multi-level analyses ( Hox, 1998 ). For example, Kreft (1996, Unpublished) suggests that the samples should consist of more than 30 groups, with more than 30 individuals in each group. Hox (1998) suggests the 50/20 rule (more than 50 groups with at least 20 individuals per group) and the 100/10 rule (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.343 | 0.87 | ["education"] | 504 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677442 | [
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f statistical analysis was adopted in this study. Results Confirmatory Factory Analysis As seen in Table 1 , our proposed 5-factor measurement model had an acceptable fit (χ 2 = 683.36, p < 0.001, df = 467, CFI = 0.96, TLI = 0.95, RMSEA = 0.05, SRMR = 0.07; Hu and Bentler, 1999 ) and it was better than alternative meas... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.736 | ["education"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677548 | [
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our proposed model (χ 2 = 918.28, p < 0.001, df = 474, CFI = 0.91, TLI = 0.89, RMSEA = 0.07, SRMR = 0.07). Finally, we combined all variables and had all items load on one factor; again, the fit indices were worse than those of our proposed model (χ 2 = 1639.31, p < 0.001, df = 477, CFI = 0.76, TLI = 0.72, RMSEA = 0.11... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.734 | [] | 489 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677628 | [
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Table 1. Results of confirmatory factor analyses. χ 2 df Δχ 2 Δ df CFI TLI RMSEA SRMR Five-factor model (hypothesized model) 683.36 467 – – 0.96 0.95 0.05 0.07 Three-factor model (combined task performance, taking charge, and voice) 918.28 474 234.92 ∗∗ 7 0.91 0.89 0.07 0.07 One-factor model (combined all factors) 1639... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.553 | 0.734 | ["ethics", "philosophy"] | 509 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677714 | [
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sized five factor model. ∗ p < 0.05, ∗∗ p < 0.01. Hypothesis Testing After establishing the adequate fit of our measurement model, we tested our hypotheses using SEM. The fit indices of the hypothesized model were acceptable (χ 2 = 821.25, p < 0.001, df = 532, CFI = 0.94, TLI = 0.93, RMSEA = 0.05, SRMR = 0.08); see Tab... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.734 | [] | 479 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677817 | [
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cal power of the paths in the SEM model. Table 3. Standardized direct path coefficients of the hypothesized model. Hypotheses Paths Estimate SE H1 Empowering leadership → feedback seeking 0.34 ∗ 0.15 H2 Feedback seeking → task performance 0.43 ∗∗ 0.11 H3 Feedback seeking → taking charge 0.41 ∗∗ 0.11 H4 Feedback seeking... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.724 | ["leadership", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677904 | [
0.056199997663497925,
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g leadership → voice 0.03 0.11 Open in a new tab ∗ p < 0.05, ∗∗ p < 0.01. Table 4. Standardized indirect path coefficients of the hypothesized model. Bootstrapping BC 95% CI Hypotheses Paths Estimate SE Lower Upper H5a Empowering leadership → feedback seeking → task performance 0.11 ∗∗ 0.04 0.03 0.19 H5b Empowering lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.615 | 0.736 | ["leadership", "philosophy"] | 505 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.677991 | [
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4 0.23 Open in a new tab ∗ p < 0.05, ∗∗ p < 0.01. Table 5. The statistical power of the paths in the hypothesized model. Paths R 2 Alpha Power Empowering leadership → feedback seeking 0.06 0.05 0.95 Feedback seeking → task performance 0.32 0.05 1 Feedback seeking → taking charge 0.34 0.05 1 Feedback seeking → voice 0.2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.637 | 0.716 | ["leadership", "philosophy"] | 477 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678131 | [
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related to employees’ feedback-seeking behavior. This hypothesis was supported (β = 0.34, p < 0.05). Hypotheses 2, 3, and 4 predicted that employees’ feedback-seeking behavior would be positively related to their task performance, taking charge, and voice. These effects were found to be significant, for task performanc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.627 | 0.706 | ["philosophy"] | 452 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678283 | [
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p < 0.01. Hypotheses 2, 3, and 4 were supported. For the mediation hypothesis, we found a significant mediation effect for employees’ feedback-seeking behavior on the relationship between empowering leadership and the outcome variables. H5a predicted that employees’ feedback-seeking behavior mediates the relationship b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.631 | 0.832 | ["leadership", "networking", "philosophy"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678391 | [
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employees’ feedback-seeking behavior and task performance was significant (β = 0.13, p < 0.01; bootstrap bias-corrected 95% CI [0.02, 0.21]). H5b predicted that employees’ feedback-seeking behavior mediates the relationship between leaders’ empowering leadership and employees’ taking charge; the bootstrapping results i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.652 | 0.682 | ["leadership", "networking", "philosophy"] | 501 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678498 | [
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1; bootstrap bias-corrected 95% CI [0.03, 0.17]). H5c predicted that employees’ feedback-seeking behavior mediates the relationship between leaders’ empowering leadership and employees’ voice; the bootstrapping results indicated that this indirect effect between employees’ feedback-seeking behavior and voice was signif... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.472 | 0.666 | ["leadership", "networking"] | 437 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678620 | [
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22]). H5a, H5b, and H5c were therefore supported. Discussion The present study examines the potential consequences of empowering leadership on subordinates’ in-role performance (i.e., task performance) and extra-role performance (i.e., proactive behaviors such as feedback-seeking, voice, and taking charge). The results... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.554 | 0.676 | ["leadership", "philosophy", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678710 | [
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ior positively relates to task performance, taking charge, and voice; and (3) feedback-seeking behavior mediates the relationships between empowering leadership and task performance, taking charge, and voice. Theoretical Implications Our findings offer several theoretical contributions to the empowering leadership and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.662 | 0.822 | ["leadership", "networking", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678797 | [
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esearch stream of identifying feedback-seeking’s antecedents by investigating empowering leadership as a predictor (e.g., Barner-Rasmussen, 2003 ; Huang, 2012 ; Qian et al., 2012 ; Chun et al., 2014 ; Anseel et al., 2015 ). Previous studies have emphasized the importance of leaders encouraging the feedback-seeking beha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.688 | ["leadership", "philosophy"] | 453 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.678910 | [
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nsformational leadership ( Anseel et al., 2015 ). Although scholars have attached importance to supervisors’ influences on followers’ feedback-seeking behaviors, little is known about the relationship between empowering leadership and feedback-seeking. Our findings fill this gap and show that employees are more motivat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.485 | 0.836 | ["leadership", "philosophy", "management", "motivation", "networking"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679001 | [
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ng behaviors can enhance their task performance, taking charge, and voice. Previous studies have shown that employees who frequently seek feedback gain better task performance ( Whitaker et al., 2007 ). Our findings advance Whitaker et al. (2007) work by revealing that feedback-seeking behavior cannot only improve empl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.678 | ["philosophy"] | 450 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679087 | [
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role performance (i.e., taking charge and voice). Our findings concerning the relationship between feedback-seeking and taking charge and voice also extends current knowledge of the consequences of feedback-seeking ( Whitaker and Levy, 2012 ; Ashford et al., 2016 ; Gong et al., 2017 ). Additionally, previous scholars h... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.634 | 0.846 | ["networking", "education", "philosophy"] | 502 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679175 | [
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proactive behaviors ( Parker and Collins, 2010 ). As a response to Parker and Collins (2010) call, our finding suggests that feedback-seeking behavior, as a proactive person-environment fit behavior, enhances the two proactive work behaviors, i.e., taking charge and voice. This finding contributes to the integration of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.844 | ["leadership", "networking"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679262 | [
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hips between empowering leadership and task performance, taking charge, and voice. Though previous studies have demonstrated that empowering leadership is associated with voice or taking charge ( Yoon, 2012 ; Li et al., 2015 ). Indeed, prior findings with regard to full or partial mediating roles in the relationship be... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.832 | ["leadership", "networking", "philosophy"] | 433 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679356 | [
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tory (e.g., Raub and Robert, 2010 ; Yoon, 2012 ). For example, Raub and Robert (2010) found that psychological empowerment fully mediates the relationship between empowering leadership and challenging extra-role behaviors. In Yoon (2012) paper, however, the relationship of empowering leadership and voice behavior is pa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.846 | ["leadership", "networking", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679444 | [
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to voice or taking charge, given that empowering leaders are likely to develop high-quality social exchange relationships with followers ( Blau, 1964 ). That is why previous scholars identify the direct relationships between empowering leadership, voice, and taking charge ( Yoon, 2012 ; Li et al., 2015 ). However, just... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.85 | ["leadership", "networking", "philosophy"] | 454 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679562 | [
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t al., 2007 ; Morrison, 2011 ; Li et al., 2015 ). Employees must have ability and confidence to engage in these extra-role behaviors. Feedback-seeking behaviors helps them gain work-related information ( Ashford et al., 2003 , 2016 ), thus giving employees ability and confidence to voice and taking charge. Although Bar... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.868 | ["philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679681 | [
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plete and partial mediation is only one of the ways of verbal descriptions of the effect size of the mediational models ( Preacher and Kelley, 2011 ). In fact, this does not mean that direct effects must not exist in fact. Actually, Preacher and Kelley (2011) argued that the notion of full mediation should be abandoned... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.852 | [] | 451 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679795 | [
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e results of this mediational model with caution. Fourth, scholars began to emphasize the importance of examining feedback-seeking as a critical mediating mechanism ( Ashford et al., 2016 ). According to social exchange theory ( Blau, 1964 ; Emerson, 1976 ), we argue that employees use feedback-seeking as an adaptive s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.834 | ["leadership", "strategy", "salary", "philosophy"] | 445 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679883 | [
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their task performance, taking charge, and voice. By using social exchange theory, this study provides a new theoretical lens for understanding the mediating roles of feedback seeking. Practical Implications Our findings offer several implications for the managerial challenges of enhancing employees’ in-role performanc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.649 | 0.662 | ["philosophy", "management", "crisis", "education"] | 434 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.679994 | [
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back-seeking behavior, taking charge, and voice). First, our findings show that empowering leadership plays an important role in stimulating followers’ feedback-seeking behaviors and following positive outcomes of performance enhancement, voice, and taking charge, which provides a new method for managerial practitioner... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.836 | ["leadership", "management", "motivation", "salary", "philosophy"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680067 | [
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pay close attention to the personality traits of candidates in light of recent discoveries in the field of empowering leadership ( Li et al., 2015 ). For example, prior studies argue that individuals who have a high need for achievement tend to fail to empower ( Li et al., 2015 ); while supervisors who possess high lev... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.846 | ["leadership", "interview", "salary"] | 412 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680135 | [
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owering leadership behaviors ( Ou et al., 2014 ). In terms of training and encouraging managers to be empowering, organizations may require managers to participate in executive education programs or attend leadership centers and introduce empowering leadership behaviors into the performance evaluation system ( Amundsen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.669 | 0.844 | ["leadership", "management", "philosophy", "networking", "education"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680214 | [
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voice, and mediates the relationships between empowering leadership and these outcomes. Accordingly, this study offers new insights into how to enhance employees’ in-role performance (i.e., task performance) and extra-role performance (i.e., taking charge and voice). In terms of employee recruitment, organizations can ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.69 | ["philosophy", "leadership", "networking", "education"] | 506 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680286 | [
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and emotional intelligence ( Kim et al., 2009 ). Additionally, when performing empowering behaviors to cultivate follower proactivity and performance improvement, supervisors should also take efforts to develop a supportive feedback environment ( Dahling et al., 2012 ; Huang, 2012 ). For instance, supervisors can consi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.824 | ["philosophy"] | 445 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680356 | [
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ve performance feedback ( Dahling et al., 2012 ). Limitations There are several limitations that require further exploration. First, in the present study we suggested that empowering leadership stimulates followers’ feedback-seeking behaviors, which in turn improves subordinates’ task performance, taking charge, and vo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.836 | ["philosophy", "leadership", "education", "communication", "networking"] | 496 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680424 | [
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ssible that this causal relationship is reversed. For instance, those followers who frequently ask their leaders for feedback are likely to obtain more shared information from their subordinates. The leaders may even appreciate the employees’ proactivity and delegate them more autonomy and power. Future researchers can... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.846 | ["leadership", "communication", "networking", "philosophy"] | 511 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680499 | [
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several separate points in time ( Finkel, 1995 ; Podsakoff et al., 2003 ). They may measure empowering leadership, feedback-seeking, and the control variables at Time1 and collect the data for task performance, taking charge, and voice 2 weeks later (i.e., Time2) ( Ou et al., 2014 ). Second, we tested our hypotheses us... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.63 | 0.85 | ["leadership", "philosophy"] | 455 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680564 | [
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mit the generalizability of the present findings. We encourage future scholars to replicate these findings by administrating this survey in other cultures or organizations. Third, we only included the mediating mechanisms in the hypothesized theoretical model without taking potential boundary conditions into considerat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.68 | ["leadership", "ethics"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680640 | [
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individual differences (e.g., power distance orientation and traditionalism) with regard to exploring the influences of empowering leadership on followers’ behaviors ( Li et al., 2015 ; Hao et al., 2017 ). For example, we suggested that employees with low power distance orientation are more motivated by empowering lead... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.858 | ["leadership", "motivation"] | 512 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680745 | [
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power ( Dorfman and Howell, 1988 ; Clugston et al., 2000 ; Li et al., 2015 ). Fourth, in this paper, we mainly interpret the hypothesized model according to social exchange theory ( Blau, 1964 ; Emerson, 1976 ). Future studies may provide a new lens by applying other theories. In addition, the present study focuses on ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC6209672/ | Linking Empowering Leadership to Task Performance, Taking Charge, and Voice: The Mediating Role of Feedback-Seeking - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.836 | ["leadership", "networking", "education"] | 413 | Giving and Receiving Feedback Leadership | topic | 2026-04-01T03:17:10.680824 | [
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