The green transformation of organizations requires employees not only to achieve environmentally friendly workflows within their duties, but also to go beyond their own current work and take personal initiative to realize the organizational goals. Employees’ taking charge behavior is a type of extra-role behavior that influences organizational change through constructive efforts. How can leaders increase employees’ environmental responsibility and efficiently promote their taking charge behaviors to help organizations make green changes? Based on self-determination theory and related research on green transformational leadership, this study explores the mechanisms and boundary conditions of how green transformational leadership influences employees’ taking charge behavior. Data were obtained through two-stage questionnaire surveys from 429 employees in Chinese manufacturing enterprises. The results show that green transformational leadership has a significantly positive impact on employees’ taking charge behavior and that personal initiative plays a mediating role. Furthermore, green organizational identity moderates the positive influence of green transformational leadership on employees’ personal initiative, and consequently, their taking charge behavior. These findings have theoretical implications for the green transformational leadership literature and managerial implications for practitioners.
Drawing on self-determination theory, we examine the mechanism through which entrepreneurs’ felt responsibility for constructive change affects entrepreneurial performance and how market orientation affects the influencing mechanism. A questionnaire survey was conducted with 424 entrepreneurs in China. The results show that entrepreneurs’ felt responsibility for constructive change is positively related to technology action and entrepreneurial performance, and technology action mediates the relationship between entrepreneurs’ felt responsibility for constructive change and entrepreneurial performance. In addition, market orientation moderates the relationship between technology action and entrepreneurial performance such that the relationship is stronger when the market orientation is higher. Our findings suggest that when entrepreneur feel responsible for constructive change, they tend to take technology actions to achieve their goals and improve the long-term development of ventures. It is also important for entrepreneurs to hold a market orientation, which helps them be aware of changes in customer needs rather than blindly focusing on the use of the latest technologies. Our study is pioneering in exploring entrepreneurs’ felt responsibility for constructive change in the entrepreneurial context, advancing the research on entrepreneurship psychology.
Promoting employee voice behavior is important for the sustainable development of organizations. Drawing on conservation of resources theory, the study examined the association between emotional labor and employee voice behavior and the mediation of work engagement in this relationship. Surveys were collected at two time points, four weeks apart, from 629 employees in the service industry in China. The results show that surface acting is negatively related to work engagement and that deep acting is positively related to work engagement. Employees’ work engagement is positively associated with voice behavior. Hence, work engagement appears to be a mediating variable that translates the emotional labor into voice behavior. Moreover, perceived organizational support moderates the relationship between emotional labor and voice behavior. The theoretical and practical implications of these findings are discussed.
To achieve sustainable development goals, it is necessary to establish a positive organization so that employees can pay attention to their strengths and talents and engage in more proactive behaviors, such as taking charge behavior. Taking charge behavior involves the voluntary and constructive effort of employees to make organizationally functional change, which may consume more scarce resources of employees. Previous studies have shown that support from leaders can promote employees’ taking charge behavior, but most of them are from the perspective of social exchange. By drawing on the conservation of resources theory, we develop a theoretical model in which authentic leadership can provide employees with more positive resources and guide them into gain spiral of resources. We conducted two-wave questionnaire surveys to collect data from 199 employees and their supervisors at 16 companies in China. The results showed that authentic leadership was positively associated with employee taking charge via the mediation role of psychological capital. Furthermore, the direct and indirect relationship between authentic leadership and employee taking charge was demonstrated to be stronger when employees have a higher stage of occupational calling. This study provides a new explanation for the mechanism of authentic leadership and clarifies the boundary conditions of authentic leadership effectiveness.
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