Original Research ARTICLE
Leader humility and taking charge: the role of OBSE and leader prototypicality
- 1Huazhong University of Science and Technology, China
- 2Zhongnan University of Economics and Law, China
Taking charge refers to an extra role behavior that is change oriented and can bring constructive benefits to the organization. However, taking charge always involves risks and might incur potential costs for employees. Understanding how to encourage employees’ taking charge becomes increasingly important for today’s organizations. Drawing on self-concept-based theory, we intend to explore when and why leader humility would inspire followers’ taking charge behavior in China. Employing a time-lagged research design with a sample of 190 supervisor-subordinate dyads, we found that the association between leader humility and taking charge is significantly and positively, with organization-based self-esteem (OBSE) mediating the connection. We also found support for the moderating effect of leader prototypicality. Leader humility positively affect taking charge via followers’ organizational-based self-esteem while only in cases of high leader prototypicality. Finally, we probe into the practical and theoretical implications of this research.
Keywords: Leader humility, taking charge, Organization-based-self-esteem, Leader prototypicality, Self-concept-based theory
Received: 18 Jul 2019;
Accepted: 23 Oct 2019.
Copyright: © 2019 Zhang and Liu. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
* Correspondence: Dr. Wenxing Liu, Zhongnan University of Economics and Law, Wuhan, 430073, Hubei Province, China, email@example.com