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| Content Provider | Springer Nature Link |
|---|---|
| Author | Li, Shao Long He, Wei Yam, Kai Chi Long, Li Rong |
| Copyright Year | 2015 |
| Abstract | Drawing from the cultural self-representation model, we propose a multilevel model to examine when and why empowering leadership elicits followers’ taking charge behaviors in China. Data from 310 full-time employees in 81 work groups provide support for the mediating role of role breadth self-efficacy in transforming team-directed empowering leadership into individual taking charge behaviors. In addition, this mediation relationship is found to be attenuated by high differentiated empowering leadership and low individual power distance orientation. Finally, we find support for a three-way moderated mediation—which the moderating effect of differentiated empowering leadership is found to be significant only among followers who have low power distance orientation. We conclude by discussing the theoretical and practical implications of these findings. |
| Starting Page | 645 |
| Ending Page | 670 |
| Page Count | 26 |
| File Format | |
| ISSN | 02174561 |
| Journal | Asia Pacific Journal of Management |
| Volume Number | 32 |
| Issue Number | 3 |
| e-ISSN | 15729958 |
| Language | English |
| Publisher | Springer US |
| Publisher Date | 2015-07-31 |
| Publisher Place | New York |
| Access Restriction | One Nation One Subscription (ONOS) |
| Subject Keyword | Empowering leadership Taking charge Differentiated leadership Role breadth self-efficacy Power distance orientation Management/Business for Professionals Business/Management Science |
| Content Type | Text |
| Resource Type | Article |
| Subject | Business and International Management Economics, Econometrics and Finance Strategy and Management |
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