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

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-effica...

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Bibliographic Details
Published inAsia Pacific journal of management Vol. 32; no. 3; pp. 645 - 670
Main Authors Li, Shao-Long, He, Wei, Yam, Kai Chi, Long, Li-Rong
Format Journal Article
LanguageEnglish
Published New York Springer US 01.09.2015
Springer Nature B.V
Subjects
Behavior
Business and Management
Collectivism
Culture
Decision making
Employee empowerment
Employees
Empowerment
Leadership
Management
Management styles
Mediation
Motivation
Operations research
Power
Self-efficacy
Studies
China
Differentiated leadership
Taking charge
Empowering leadership
Role breadth self-efficacy
Power distance orientation
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Summary: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.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
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ISSN:0217-4561
1572-9958
DOI:10.1007/s10490-015-9424-1