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

Haoluan Fu, Yuechao Du and Zhongming Wang
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Haoluan Fu: Department of Psychology and Behavioral Sciences, Zhejiang University, Hangzhou 310007, China
Yuechao Du: Global Entrepreneurship Research Center, Zhejiang University, Hangzhou 310007, China
Zhongming Wang: Global Entrepreneurship Research Center, Zhejiang University, Hangzhou 310007, China

IJERPH, 2022, vol. 19, issue 9, 1-17

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.

Keywords: authentic leadership; psychological capital; taking charge behavior; occupational calling (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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