How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

Wang, Qiao; Zhou, Xiaoqing; Bao, Jiani; Zhang, Xueyan; Ju, Wei

doi:10.3389/fpsyg.2020.00315

Cited by 21 publications

(22 citation statements)

References 85 publications

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“…6,54 Different from other proactive behaviors, such as innovative behavior, voice, and so on, 1,2,[55][56][57] taking charge has the characteristics of proactive, changeoriented, and risky. 3,22 Therefore, whether followers to engage in taking charge depends on the style of leadership in organizations. 5,18,21,22,54…”

Section: Affective Commitment and Taking Chargementioning

confidence: 99%

“…3,22 Therefore, whether followers to engage in taking charge depends on the style of leadership in organizations. 5,18,21,22,54…”

Section: Affective Commitment and Taking Chargementioning

confidence: 99%

“…6 Meanwhile, we asked team members to report their incomes and duty, because those maybe an antecedent of taking charge. 18,22…”

Section: Control Variablesmentioning

confidence: 99%

“…17 Previous studies have shown that leadership behavior is an important predictor of taking charge. 5,[18][19][20][21][22] Although Zeng et al 23 examined the relationship between inclusive leadership and taking charge, which was based on the perspective of self-determination and social information processing to explain the influence of inclusive leadership on taking charge, but ignored the emotional factors of employees. Because it is not a simple contractual exchange relationship between employees and organizations, and their interaction process is often mixed with complex emotional factors, 24,25 which is difficult to systematically explain the effect of inclusive leadership on taking charge from a cognitive perspective.…”

Section: Introductionmentioning

confidence: 99%

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<p>How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality</p>

Qiao¹,

Wang²,

Zhou³

et al. 2020

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Purpose: Leaders try to stimulate follower taking charge to promote organizational change and effectiveness in current increasingly complex and changing environment. Based on social identity theory, we developed a mediated moderation model in which affective commitment was theorized as a mediating mechanism underlining why followers feel motivated to taking charge with the supervision of inclusive leadership. Furthermore, traditionality should be a relevant boundary condition to moderate such a relationship in China. Methods: There was three times lagged research conducted at the city of Shanghai, Shenzhen, and Nanjing. A series of valid questionnaires were accomplished by 246 participants, including the inclusive leadership, affective commitment, traditionality, and follower taking charge. Our model adopted hierarchical regression analysis to explore hypothesis. Results: Inclusive leadership is positively related to affective commitment (β= 0.589, p < 0.001). Affective commitment was positively related to follower taking charge (β= 0.165, p < 0.01). Affective commitment mediates the relationship between inclusive leadership and taking charge with 95% bias-corrected confidence intervals [0.068, 0.233]. Interactive effect of affective commitment and traditionality on follower taking charge was also significant (β=-0.189, p <0.001), and the effect of affective commitment on follower taking charge was more pronounced and positive with low (b = 0.361, p <0.001) rather than high (b =0.172, ns.) level of affective commitment. Moreover, the indirect effect of inclusive leadership on taking charge through affective commitment was significant when traditionality was low (b = 0.270, 95% CI = [0.179, 0.371]), the indirect effect became insignificant with high traditionality (b = 0.046, 95% CI = [-0.034, 0.123]). Conclusion: Our study shows that affective commitment mediates the relationship between inclusive leadership and follower taking charge. Moreover, the influence of affective commitment on follower taking charge was moderated by traditionality. Affective commitment was positively associated with taking charge only for followers with low traditionality. Additionally, the mediated moderation relationship between inclusive leadership and follower taking charge via affective commitment was stronger under low traditionality.

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Section: Affective Commitment and Taking Chargementioning

confidence: 99%

“…3,22 Therefore, whether followers to engage in taking charge depends on the style of leadership in organizations. 5,18,21,22,54…”

Section: Affective Commitment and Taking Chargementioning

confidence: 99%

“…6 Meanwhile, we asked team members to report their incomes and duty, because those maybe an antecedent of taking charge. 18,22…”

Section: Control Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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<p>How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality</p>

Qiao¹,

Wang²,

Zhou³

et al. 2020

PRBM

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“…Previous research proposes that taking charge can play a crucial role in facilitating organizational innovation, enhancing organizational adaptability, and improving the long-term viability of firms ( Tae-Yeol and Zhiqiang, 2017 ). Most previous studies discuss the antecedents of taking charge from the perspective of individual characteristics ( Fuller and Marler, 2009 ; Love and Dustin, 2013 ; Baroudi et al, 2017 ) and leadership styles ( Li et al, 2013b , 2016 ; Wang et al, 2020 ; Zeng et al, 2020b ). Given that the leadership styles and individual characteristics are difficult to change in a short time, there is a more practical value to discussing the underlying mechanism of enterprise, how employees actively undertake responsibilities and take charge ( Li et al, 2013a ).…”

Section: Introductionmentioning

confidence: 99%

Can Corporate Social Responsibility Promote Employees’ Taking Charge? The Mediating Role of Thriving at Work and the Moderating Role of Task Significance

2021

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There is growing evidence to suggest that employees’ perceptions of their employer’s corporate social responsibility (CSR) positively influences their attitude and behavior. An increasing number of scholars have called for further explorations of the microfoundations of CSR. To that end, this study takes the conservation of resources perspective to examine relationships and the perception of CSR by employees, considering areas such as thriving at work, task significance, and employees taking charge. By analyzing 444 questionnaires completed by employees in China and using the conditional process analysis to test a hypothesis, results showed that the association between employees’ CSR perception and taking charge is significantly and positively correlated, with thriving at work mediating the connection. We also found that task significance negatively moderates the mediating effect between CSR and taking charge, such that the lower the level of task significance of a job, the more positive the effect of CSR on taking charge via thriving at work. These findings have theoretical implications for micro-level CSR research and managerial implications for entrepreneurs.

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Behavioral Perspectives on B Corps

Tudor

Bernardic

Sooter

et al. 2022

The International Handbook of Social Enterprise Law

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The values driving entrepreneurs are evolving from shareholder wealth maximization towards a more holistic approach wherein business impacts on all stakeholders are considered. This change has been driven in part by a societal cultural shift focused on promoting a sustainable future. To meet this cultural change demanding a balance of profit and ethics, novel entities (e.g., B Corps) have emerged in the private sector. In this chapter, we engage with behavioral perspectives to explore B Corps’ achievements, opportunities, and challenges. We first outline the transition from shareholder to stakeholder considerations, as we believe it constitutes the philosophical ethos of social enterprises. We then focus in turn on four of the five areas used by B Lab’s Impact Assessment—governance, workers, customers and consumers, and community—as they are most appropriate for an exploratory analysis of their interaction with human behavior. Specifically, in governance, we approach the topic of corporate ethics and transparency, as well as how the values of social entrepreneurs shape a firm’s culture. We then outline the relationship between purposeful work and employee performance and examine how B Corps have applied effective practices on social inclusion and employee well-being, in the workers’ section. Concerning customers and consumers, we explore a range of perspectives, including consumer motivations to purchase from B Corps, caveats of ethical consumerism, and how B Corps can capitalize on decision-making research to inspire consumer change. Additionally, we present our research on public awareness and perceptions of B Corp trustworthiness and greenwashing. Finally, the last section—community—highlights B Corps’ civic engagement and communication with their communities through social media, corporate volunteering, and charity work, among others.

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How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

Cited by 21 publications

References 85 publications

<p>How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality</p>

<p>How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality</p>

Can Corporate Social Responsibility Promote Employees’ Taking Charge? The Mediating Role of Thriving at Work and the Moderating Role of Task Significance

Behavioral Perspectives on B Corps

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