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The impact of hierarchical plateau on civil servants’ taking charge behavior: The role of work engagement and trait mindfulness

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  • Linsheng Xiao

Abstract

Taking charge behavior of civil servants is important for enhancing the transformative capacity and governance efficacy of the public sector. This study is based on the conservation of resources theory and the job demands-resources model to explore the impact of hierarchical plateau on taking charge behavior of civil servants, including the mediating role of work engagement and the moderating effect of trait mindfulness. Through the analysis of a sample of 286 civil servants in Guangdong Province, China, the results show that hierarchical plateau has a negative effect on taking charge behavior of civil servants, with work engagement partially mediating the relationship between hierarchical plateau and taking charge behavior; trait mindfulness can alleviate the negative relationship between hierarchical plateau and work engagement. Furthermore, the mediating effect of work engagement is moderated by trait mindfulness, with higher levels of civil servants’ trait mindfulness weakening the indirect influence of hierarchical plateau on taking charge behavior through work engagement. The findings of this study deepen the understanding of the psychological mechanism of hierarchical plateau on the taking charge behavior.

Suggested Citation

  • Linsheng Xiao, 2024. "The impact of hierarchical plateau on civil servants’ taking charge behavior: The role of work engagement and trait mindfulness," PLOS ONE, Public Library of Science, vol. 19(12), pages 1-19, December.
    • Handle: RePEc:plo:pone00:0315916
    DOI: 10.1371/journal.pone.0315916
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    References listed on IDEAS

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    1. Jean-Pierre Neveu & Stevan E. Hobfoll & Jonathon Halbesleben & M Westman, 2018. "Conservation of resources in the organizational context : the reality of resources and their consequences," Post-Print hal-02472360, HAL.
    2. Kevin T. Jackson, 2019. "Review of The Mind of a Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results by R. Hougaard and J. Carter," Journal of Business Ethics, Springer, vol. 159(3), pages 927-934, October.
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