Linking empowering leadership to task performance, taking charge, and voice: The mediating role of feedback-seeking

Abstract

Drawing upon 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 results revealed that: (1) empowering leadership was positively associated with followers' feedback-seeking; (2) employees' feedback-seeking 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, alongside a discussion of the present limitations and directions for future studies.