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When and why empowering leadership increases followers’ taking charge: A multilevel examination in China

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  • Shao-Long Li
  • Wei He
  • Kai Yam
  • Li-Rong Long

Abstract

Drawing from the cultural self-representation model, we propose a multilevel model to examine when and why empowering leadership elicits followers’ taking charge behaviors in China. Data from 310 full-time employees in 81 work groups provide support for the mediating role of role breadth self-efficacy in transforming team-directed empowering leadership into individual taking charge behaviors. In addition, this mediation relationship is found to be attenuated by high differentiated empowering leadership and low individual power distance orientation. Finally, we find support for a three-way moderated mediation—which the moderating effect of differentiated empowering leadership is found to be significant only among followers who have low power distance orientation. We conclude by discussing the theoretical and practical implications of these findings. Copyright Springer Science+Business Media New York 2015

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  • 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.
    • Handle: RePEc:kap:asiapa:v:32:y:2015:i:3:p:645-670
    DOI: 10.1007/s10490-015-9424-1
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    Cited by:

    1. 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).
    2. Zhou, Xing & Ma, Jianfeng & Dong, Xia, 2018. "Empowering supervision and service sabotage: A moderated mediation model based on conservation of resources theory," Tourism Management, Elsevier, vol. 64(C), pages 170-187.
    3. Haeyoung Koo & Choelsoon Park, 2018. "Foundation of leadership in Asia: Leader characteristics and leadership styles review and research agenda," Asia Pacific Journal of Management, Springer, vol. 35(3), pages 697-718, September.
    4. Shao-Long Li & Fang Sun & Mingze Li, 2019. "Sustainable Human Resource Management Nurtures Change-Oriented Employees: Relationship between High-Commitment Work Systems and Employees’ Taking Charge Behaviors," Sustainability, MDPI, vol. 11(13), pages 1-15, June.
    5. Long W. Lam & Aichia Chuang & Chi-Sum Wong & Julie N. Y. Zhu, 2019. "A typology of three-way interaction models: Applications and suggestions for Asian management research," Asia Pacific Journal of Management, Springer, vol. 36(1), pages 1-16, March.
    6. Fang Sun & Anqi Zheng & Junbang Lan, 2022. "Job Insecurity and Employees’ Taking Charge Behaviors: Testing a Moderated Mediation Model," IJERPH, MDPI, vol. 19(2), pages 1-13, January.
    7. Kai Chi Yam & Scott J. Reynolds & Pengcheng Zhang & Runkun Su, 2022. "The Unintended Consequences of Empowering Leadership: Increased Deviance for Some Followers," Journal of Business Ethics, Springer, vol. 181(3), pages 683-700, December.
    8. Shao-Long Li & Yuanyuan Huo & Li-Rong Long, 2017. "Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes," Journal of Business Ethics, Springer, vol. 145(1), pages 81-93, September.
    9. Xiaowan Lin & Long W. Lam & Lida L. Zhang, 2020. "The curvilinear relationship between job satisfaction and employee voice: Speaking up for the organization and the self," Asia Pacific Journal of Management, Springer, vol. 37(2), pages 587-607, June.
    10. Michelle She Min Ngo & Michael J. Mustafa & Muhammad Mohsin Butt, 2023. "When and why employees take charge in the Workplace: the roles of learning goal orientation, role-breadth self-efficacy and co-worker support," Review of Managerial Science, Springer, vol. 17(5), pages 1681-1702, July.
    11. Dirk De Clercq & Tasneem Fatima & Sadia Jahanzeb, 2021. "Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive," Journal of Business Ethics, Springer, vol. 171(1), pages 157-174, June.
    12. Usman Ghani & Muhammad Tahir Masood & Zia Ur Rehman, 2018. "Empowered Leadership and Employee Outcomes: Mediating Role of Employee Engagement," Global Social Sciences Review, Humanity Only, vol. 3(2), pages 303-320, June.
    13. Kihyun Lee & Yeon Joo Chae & Inyong Shin, 2016. "Motivational antecedents of leader-member exchange differentiation: Evidence from South Korea," Asia Pacific Journal of Management, Springer, vol. 33(1), pages 87-112, March.

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