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

• Published in: Asia 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
• Language: English
• 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

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...