Research Influencing Mechanisms Of Humble Leadership On Taking Charge In Organizations

Since the subprime crisis in 2018,the rise of world trade protectionism,enterprises will face more volatile external economic environment.Due to the limitations of individuals,such as cognition,time and resources,no enterprise manager can foresee all possible unexpected events and environmental changes.Therefore,the survival and development of an enterprise cannot only rely on the wisdom of leaders,but also need to gather the efforts of all.Although many studies have shown that employee initiative plays an important role in improving the adaptability of the external environment,organizational performance and enterprise competitiveness,employee initiative will take place naturally.How to break through the role limit,show more initiative,it's the key to determine the success or failure of the enterprise's future development.Among many employees' proactive behaviors,taking charge,as a kind of employee's proactive behavior of change,is widely concerned.It refers to the behavior that employees actively take constructive actions to optimize organizational structure,improve work practices,promote organizational functional change and improve work effectiveness.Therefore,it is necessary to deeply study the formation mechanism of taking charge in organizations.In recent years,some studies have attempted to explore the influencing factors and mechanism of taking charge from the perspective of individual characteristics and situational factors.The individual characteristic path pays more attention to the influence of individual's character,ability,motivation,personal values and other factors on taking charge.The situational factor path pays more attention to the impact of HRM practices,team atmosphere and leadership behaviors on taking charge.Among them,the leadership factors have attracted much attention of scholars.The importance of leadership in academic and practical fields depends on leaders' ability to amplify limited resources and guide and lead employees and teams to continuously achieve organizational goals through amplification effect.However,traditional researches on leadership are mostly based on the top-down model,which puts leadership at the center and ignores the influence of employees.Many scholars pointed out that the future leadership research should be more from the perspective of subordinates and explore the effectiveness of leadership in a bottom-up mode,such as the effectiveness of humble leadership.Although some scholars point out that humble leadership is the direction of future research,there is a great controversy about the effectiveness of humble leadership.Therefore,the effectiveness of humble leadership in the organization needs to be tested and proved by empirical methods.In view of the importance of taking charge and humble leadership to organizational development,scholars have conducted in-depth discussions on them respectively and made some progress in theoretical research.However,by combing and analyzing the literature of taking charge and humble leadership,it is found that the relationship between the two is still in the initial stage of exploration and need to be further explored and empirical research.Can humble leadership promote taking charge in organization? What influence mechanisms do humble leadership use to influence taking charge? Can humble leadership motivate teams to taking charge? What influence mechanisms does humble leadership use to influence team' s taking charge? Is the effectiveness of humble leadership influenced by individual and team values? What cultural values affect the effectiveness of humble leadership in practice?In order to answer the above research questions,this study firstly sorts out the research status of humble leadership and taking charge.The content includes six parts: the first part systematically sorts out the concept and measurement of taking charge.The second part reviews the influencing factors of taking charge.The third part reviews the concept and measurement of humble leadership.The fourth part is the influence of humble leadership on individual output.The fifth part is the influence of humble leadership on team output.The sixth part reviews the research on humble leadership and taking charge and extracts the main research content of this paper.Study 1 answers whether humble leadership is validity in motivating taking charge at the individual level.This explores the influence of humble leadership on taking charge,and examines the intermediary effect of perceived insider status,the regulating effect of relational self and independent self.A total of 199 questionnaires were collected through two time nodes and pairing.The data were analyzed by SPSS and Mplus.The results showed that humble leadership had a positive impact on employees.The perceived insider status has a positive effect on taking charge;The influence of independent self-construal and humble leadership on the employee's perceived insider status is more positive than that of the low-independent self-construal person,and the humble leadership has more positive influence on the perceived insider status of the high independent self-construal person.The dependent self-construal does not moderate the humble leader's perception of the employee's perceived insider status,and the influence of the humble leadership on the employee's taking charge.Independent self-construal moderate the mediated relationship between humble leadership and employee taking charge,such that when employee with high independent self-construal humble leadership will have greater positive impact on employees' taking charge via perceived insider status.Study 2 answers the validity of humble leadership at the team level.The study explores the impact of humble leadership on team' s taking charge and examines the effects of team task interdependence and team psychological safety.The data were collected through two time nodes,pairing and team,and the data were analyzed by SPSS and Mplus.The results showed that the humble leadership had a positive effect on the team's taking charge,and the humble leadership had a positive influence on the team psychological safety.Team psychological safety has a positive impact on team's taking charge;Task interdependence moderates the influence of humble leadership on team's taking charge,that is,compared with low task interdependence,humble leadership has a greater positive impact on the psychological safety of high-task-dependent teams.Team task interdependent moderates the mediated relationship between humble leadership and team taking charge,such that when team with high task interdependent,humble leadership will have greater positive impact on team taking charge through team psychological safety.Study 3 answers whether the validity of humble leadership is influenced by cultural values.The study focuses on the influence of power distance and collectivism cultural values on the validity of humble leadership.The results show that: the power distance orientation positively adjusts the influence of humble leadership on the employees' taking charge,that is,the humble leadership has more influence on the employees' taking charge than the low power distance oriented employee;Team power distance does not adjust the influence of humble leadership on team's taking charge;Employee collectivism regulates the influence of humble leadership on employees' taking charge,that is,the humble leadership has more influence on employees with high collectivism than those with low collectivism.Team collectivist orientation adjusts the influence of humble leadership on team taking charge,that is,compared with low collectivist oriented team,humble leadership has greater influence on high collectivist team.The results show that most of the assumptions in this paper are well supported.There are three aspects of the innovation expected in this study: first,this paper extends exploring validity of humble leadership,examines the impact of humble leadership on employee behavior and outcomes at the individual level,and combines humble leadership with taking charge behavior.To verify the validity of humble leadership in the field of change,a useful attempt and innovation,especially to reveal the "black box" of the influence of humble leadership on employees' taking charge through self-concept theory,is helpful to enrich the understanding of the process of the influence of humble leadership;Secondly,this paper examines the validity of humble leadership at the team level.Although some studies show that humble leadership contributes to the improvement of team performance,less attention is paid to the impact of humble leadership on the team's taking charge.This study is based on social information processing theory.It opens the "black box" of the influence of humble leadership on team's taking charge,expands people's understanding of the relationship between humble leadership and team behavior,and provides enlightenment and reference for future research on the relationship between humble leadership and team behavior.Finally,many studies show that the validity of leadership behavior will be affected and restricted by cultural factors.In addition,many scholars also call for the need to consider the influence of cultural factors in the research,improve the theoretical boundaries.In order to respond to the appeal of scholars,based on culturalself representation model,the cultural boundary conditions of the influence of humble leadership on taking charge are revealed.