Research On The Impact Of Empowering Leadership On Employee Taking Charge Behavior

In the era of uncertainty(VUCA),the business environment that enterprises are facing is becoming more and more "rapidly changing".With the rise of "Internet +",individuals have gradually acquired information and knowledge far beyond the organization.At this time,organizational managers gradually realize that only by stimulating individual strength,can enterprises succeed in the era dominated by reform and subversion.Based on this,enterprises hope that employees are no longer confined to their responsibilities and obligations within their roles.They also hope that they can break the shackles of "sweeping the snow in front of someone’s own door and leaving others’ alone",and try more taking charge behavior to initiate changes conducive to organizational development.As a risky and innovative extra-role behavior,taking charge requires not only more resource input as a trigger,but also more positive judgment of the resource gain after the behavior as a guarantee.Previous studies have proved that empowering leadership,as a new type of leadership that responds to the changes of the times,can promote employees to initiate extra-role behavior through a series of means such as power delegation and ability improvement.However,the current academic studies on the correlation between empowering leadership and employees’ taking charge behavior are relatively few.And few scholars explore the internal mechanism between the two based on the theory of resource preservation.Based on this,from the perspective of resources,this study explores the impact of empowerment behavior of superiors on subordinates’ taking charge behavior in the context of Chinese culture,and incorporates the two variables of psychological availability and error aversion culture into the research model.Using the method of questionnaire survey,we collected 240 valid samples in total.Then,we used SPSS19.0 and Mplus7.0 statistical analysis software to analyze the questionnaire data and test the hypotheses.Finally,the following main conclusions are obtained: first,empowering leadership has a significant positive impact on the taking charge behavior of subordinate employees;secondly,psychological accessibility partially mediates the positive impact of empowering leadership on the taking charge behavior of subordinate employees;thirdly,error aversion culture not only negatively moderates the relationship between empowering leadership behavior and subordinates’ psychological availability,but also negatively moderates the indirect positive influence of empowering leadership on subordinate employees’ taking charge behavior through psychological accessibility.Through empirical tests,this study enriches the research results of empowering leadership,expands the scope of application of psychological accessibility and resource conservation theory,and promotes the localization exploration of taking charge behavior.At the same time,this study also provides some management suggestions for managers and organizations,such as,improving personnel selection and training mechanism to guide managers to correctly and effectively implement empowering leadership behavior;improving employees’ psychological accessibility to dredge the psychological transmission mechanism;reducing error aversion to create a positive corporate culture.Finally,on the premise of summarizing the insufficiency of research,this study also considers the future direction of exploration.