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Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment

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  • Zhu, Yue
  • Wang, Jie
  • Chen, Tingting
  • Crant, Michael J.
  • Yang, Xiaoling
  • Li, Chang
  • Wang, Yongyue

Abstract

This study develops a research model of how and when high performers bring about constructive changes at work. Drawing from the social cognitive theory of self-regulation, we examined the mediating effect of role breadth self-efficacy (RBSE) on the relationship between task performance and taking charge. Moreover, we investigated the moderating effects of two forms of interpersonal hostility in the workplace (abusive supervision and group coworker undermining) on this mediated relationship. We conducted a field study and an experiment to test our theoretical model. Across both studies, the results showed that RBSE mediated the positive effect of task performance on taking charge. Group coworker undermining moderated the positive relationship between task performance and RBSE. The results also supported the moderated mediation effect of task performance on taking charge via RBSE contingent on group coworker undermining. We discuss the theoretical and practical implications of managing high performers to initiate constructive changes.

Suggested Citation

  • Zhu, Yue & Wang, Jie & Chen, Tingting & Crant, Michael J. & Yang, Xiaoling & Li, Chang & Wang, Yongyue, 2024. "Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment," Journal of Business Research, Elsevier, vol. 179(C).
    • Handle: RePEc:eee:jbrese:v:179:y:2024:i:c:s0148296324002133
    DOI: 10.1016/j.jbusres.2024.114709
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    References listed on IDEAS

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    1. Feng Wei & Steven Si, 2013. "Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification. 心理契约破裂、负向互惠与管理欺凌：组织认同的中介作用研究," Management and Organization Review, The International Association for Chinese Management Research, vol. 9(3), pages 541-561, November.
    2. Shao-Long Li & Wei He & Kai Yam & Li-Rong Long, 2015. "When and why empowering leadership increases followers’ taking charge: A multilevel examination in China," Asia Pacific Journal of Management, Springer, vol. 32(3), pages 645-670, September.
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    4. Duffy, Michelle K. & Ganster, Daniel C. & Shaw, Jason D. & Johnson, Jonathan L. & Pagon, Milan, 2006. "The social context of undermining behavior at work," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 105-126, September.
    5. Booth, Jonathan E. & Shantz, Amanda & Glomb, Theresa M. & Duffy, Michelle K. & Stillwell, Ellie, 2020. "Bad bosses and self-verification: the moderating role of core self-evaluations with trust in workplace management," LSE Research Online Documents on Economics 100839, London School of Economics and Political Science, LSE Library.
    6. Lin, Chiou-Shiu & Jin, Ming & Huang, Pei-Chi & Xiao, Ran, 2023. "Does it take two to tango? The joint role of high-performance work systems and ethical leadership," Journal of Business Research, Elsevier, vol. 156(C).
    7. Wei, Feng & Si, Steven, 2013. "Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification," Management and Organization Review, Cambridge University Press, vol. 9(3), pages 541-561, November.
    8. Jyoti, Jeevan & Rani, Asha, 2019. "Role of burnout and mentoring between high performance work system and intention to leave: Moderated mediation model," Journal of Business Research, Elsevier, vol. 98(C), pages 166-176.
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