{"title":"员工负责行为与授权型领导：领导者对员工的信任与风险倾向的作用","authors":"Qiuyun Guo, Zhongyan Zhang","doi":"10.1108/lodj-04-2023-0172","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p> Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p> Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p> The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p> This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.</p><!--/ Abstract__block -->","PeriodicalId":48033,"journal":{"name":"Leadership & Organization Development Journal","volume":"11 1","pages":""},"PeriodicalIF":4.2000,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity\",\"authors\":\"Qiuyun Guo, Zhongyan Zhang\",\"doi\":\"10.1108/lodj-04-2023-0172\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p> Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p> Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p> The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p> This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.</p><!--/ Abstract__block -->\",\"PeriodicalId\":48033,\"journal\":{\"name\":\"Leadership & Organization Development Journal\",\"volume\":\"11 1\",\"pages\":\"\"},\"PeriodicalIF\":4.2000,\"publicationDate\":\"2024-02-02\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Leadership & Organization Development Journal\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/lodj-04-2023-0172\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Leadership & Organization Development Journal","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/lodj-04-2023-0172","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity
Purpose
Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.
Design/methodology/approach
Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.
Findings
The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.
Originality/value
This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.
期刊介绍：
The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.
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