Taking charge is an important form of proactive behavior that sustains organizational survival and individual development. Learning how to motivate employees to engage in taking-charge behavior has become one of the hot topics in the field of organizational management. Despite considerable research investigating the factors influencing taking charge, less attention has been paid to leadership-related factors, such as inclusive leadership. Based on the self-determination theory and the social information processing theory, we examined the mediating roles of psychological safety and thriving at work in the relationship between inclusive leadership and taking-charge behavior. We collected data in two stages from 205 pairs of employees and their supervisors at 17 companies in mainland China. Specifically, the results revealed that inclusive leadership promoted employees' taking-charge behavior first through psychological safety and then through thriving at work. The results describe a more detailed mechanism underlying the formation of taking-charge behavior. The results further deepen our understanding of the path from inclusive leadership to employee behavior. These findings have theoretical implications for the taking-charge literature and managerial implications for practitioners.
Purpose The topic of employees’ taking charge behaviors has garnered increasing interest in both practical and academic fields. Leaders play a critical role in influencing followers’ taking charge behaviors, yet few studies have explored the predicting role of benevolent leadership. Drawing from proactive motivation literature, this paper aims to investigate a moderated mediation model that examines work engagement as the mediator and role-breadth self-efficacy as the moderator in the relationship between benevolent leadership and taking charge. Design/methodology/approach Matched data were collected from 297 followers and their group leaders in three subsidiaries of a large telecommunication company in China. The authors used hierarchical linear modeling to test the hypotheses. Findings The results revealed that benevolent leadership was positively related to followers’ work engagement and consequently their taking charge behaviors. Moreover, such moderated mediation relationship was stronger among followers who had low rather than high levels of role-breadth self-efficacy. Research limitations/implications The primary contribution of this study is building a contingent model for the effect of benevolent leadership on follower taking charge and thereby extending the nomological networks of both benevolent leadership and taking charge literatures. Another contribution is that this research provides a new perspective to understand how leadership leads to followers’ taking charge behaviors. Originality/value This is the first study to investigate how and when benevolent leadership predicts follower taking charge.
Purpose The purpose of this paper is to test a mediated moderation model of the joint influence of abusive supervision, high-performance work systems (HPWSs) and organizational commitment and intention to leave on employee silence. Design/methodology/approach Data were collected from 456 employees and 78 human resource managers in 78 Chinese organizations. Findings The results revealed that abusive supervision led to subordinate silence, and HPWSs intensified this effect. In addition, such moderating effect of HPWSs was accounted for by employees’ organizational commitment and intention to leave. Research limitations/implications To reduce the occurrence of employee silence, organizations should not only monitor and restrain abusive supervisory actions, but also be aware of subordinates’ work attitudes driven by organizational HPWSs. Originality/value This is the first study which demonstrates that HPWSs can foster employees’ organizational commitment and hinder their intention to leave and consequently strengthen the relation between abusive supervision and employee silence.
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