The Double-Sided Effect of Empowering Leadership on Constructive Voice Behavior: Focusing on the Mediating Effects of Task Significance and Task Overload

Tian, Xueqin; Chae, Heesun

doi:10.3390/bs13020180

Cited by 12Job Satisfaction and Organizational BehaviorEmployee Performance and ManagementTeam Dynamics and Performance

The Double-Sided Effect of Empowering Leadership on Constructive Voice Behavior: Focusing on the Mediating Effects of Task Significance and Task Overload

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Tian, Xueqin, Chae, Heesun·2023·Behavioral Sciences

DOI 10.3390/bs13020180PMC PMC9952204

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Abstract

Focusing on job characteristics, this study examined the double-sided effect of empowering leadership on constructive voice behavior. We obtained and analyzed a total of 294 questionnaire responses from pairs of subordinates and supervisors in various industries in Korea. The results supported our hypotheses that task significance and task overload partially mediate the relationship between empowering leadership and constructive voice behavior. Specifically, we found that empowering leadership can promote constructive voice behavior by inducing a recognition of task significance and can suppress constructive voice behavior by causing task overload. These results confirm that empowering leadership indirectly influences constructive voice behavior through job characteristics. These findings have important theoretical and practical implications and highlight directions for future research.

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Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences
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“This finding complements prior work emphasizing promotive voice and supportive leadership 39,42 highlighting that even cautionary expressions have modeling value under uncertainty.”
Self-citation

Authors: Tian, X., & Chae, H.
Affiliations: Pukyong National University (KR)
Corresponding author: Chae, Heesun
ORCID: Tian, Xueqin
Chae, Heesun
Venue: Behavioral Sciences
Publisher: MDPI AG
Published: 2023-02-16
Volume: 13
Issue: 2
Pages: 180
ISSN: 2076-328X (ISSN-L)
DOI: 10.3390/bs13020180
PMC: PMC9952204
OpenAlex: W4321107963
Cited by: 12
References: 84
Citations by year: 2026: 1 · 2025: 6 · 2024: 5
FWCI: 3.47
Type: journal article
Language: en
Open access: gold
doi.org
Licence: cc-by
creativecommons.org/licenses/by/4.0/ (vor)
Locations: Behavioral Sciences (publishedVersion, cc-by)
PubMed Central (publishedVersion, cc-by)
PubMed (publishedVersion)
DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords: empowering leadership, task significance, task overload, job characteristics, mediating effect

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The Double-Sided Effect of Empowering Leadership on Constructive Voice Behavior: Focusing on the Mediating Effects of Task Significance and Task Overload

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