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Authentic Leadership and Taking Charge Behavior: A Moderated Mediation Model of Psychological Capital and Occupational Calling

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  • Haoluan Fu

    (Department of Psychology and Behavioral Sciences, Zhejiang University, Hangzhou 310007, China
    Global Entrepreneurship Research Center, Zhejiang University, Hangzhou 310007, China)

  • Yuechao Du

    (Global Entrepreneurship Research Center, Zhejiang University, Hangzhou 310007, China
    School of Management, Zhejiang University, Hangzhou 310058, China)

  • Zhongming Wang

    (Global Entrepreneurship Research Center, Zhejiang University, Hangzhou 310007, China
    School of Management, Zhejiang University, Hangzhou 310058, China)

Abstract

To achieve sustainable development goals, it is necessary to establish a positive organization so that employees can pay attention to their strengths and talents and engage in more proactive behaviors, such as taking charge behavior. Taking charge behavior involves the voluntary and constructive effort of employees to make organizationally functional change, which may consume more scarce resources of employees. Previous studies have shown that support from leaders can promote employees’ taking charge behavior, but most of them are from the perspective of social exchange. By drawing on the conservation of resources theory, we develop a theoretical model in which authentic leadership can provide employees with more positive resources and guide them into gain spiral of resources. We conducted two-wave questionnaire surveys to collect data from 199 employees and their supervisors at 16 companies in China. The results showed that authentic leadership was positively associated with employee taking charge via the mediation role of psychological capital. Furthermore, the direct and indirect relationship between authentic leadership and employee taking charge was demonstrated to be stronger when employees have a higher stage of occupational calling. This study provides a new explanation for the mechanism of authentic leadership and clarifies the boundary conditions of authentic leadership effectiveness.

Suggested Citation

  • Haoluan Fu & Yuechao Du & Zhongming Wang, 2022. "Authentic Leadership and Taking Charge Behavior: A Moderated Mediation Model of Psychological Capital and Occupational Calling," IJERPH, MDPI, vol. 19(9), pages 1-17, May.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:9:p:5492-:d:807086
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    References listed on IDEAS

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    1. Hannah, Sean T. & Avolio, Bruce J. & Walumbwa, Fred O., 2014. "Addendum to “Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviorsâ€," Business Ethics Quarterly, Cambridge University Press, vol. 24(2), pages 277-279, April.
    2. Gillan, Stuart L. & Koch, Andrew & Starks, Laura T., 2021. "Firms and social responsibility: A review of ESG and CSR research in corporate finance," Journal of Corporate Finance, Elsevier, vol. 66(C).
    3. Yuechao Du & Zhongming Wang, 2021. "How Does Emotional Labor Influence Voice Behavior? The Roles of Work Engagement and Perceived Organizational Support," Sustainability, MDPI, vol. 13(19), pages 1-14, September.
    4. Yuechao Du & Minghao Yan, 2022. "Green Transformational Leadership and Employees’ Taking Charge Behavior: The Mediating Role of Personal Initiative and the Moderating Role of Green Organizational Identity," IJERPH, MDPI, vol. 19(7), pages 1-16, March.
    5. Wei-Li Wu & Yi-Chih Lee, 2020. "Do Work Engagement and Transformational Leadership Facilitate Knowledge Sharing? A Perspective of Conservation of Resources Theory," IJERPH, MDPI, vol. 17(7), pages 1-17, April.
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    Cited by:

    1. Jeong Sik Kim & Se Kyung Choi, 2023. "Exploring Mechanisms From Leader Consideration and Information Sharing to Follower Behavior," SAGE Open, , vol. 13(3), pages 21582440231, August.

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