The risks and benefits of initiating change at work: Social consequences for proactive employees who take charge
Publication in refereed journal
Officially Accepted for Publication

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AbstractWe study employee taking charge behavior in a team context and investigate how it influences social consequences in work teams. Drawing on the person perception perspective and the warmth‐competence framework, we develop a theoretical model outlining how coworkers view and react to those team members who take charge more at work. We conducted two studies to test our model. Using a three‐wave, multi‐source study with a round‐robin design (Study 1), we find that members who take charge relatively more in their work teams tend to be perceived as more competent and are more likely to emerge as informal leaders; however, they are also likely to be seen as less warm and receive less coworker support, especially in teams with a low initiative climate. In a follow‐up vignette experimental study (Study 2), we replicate the results in a more controlled setting and expand our understanding of the social consequences for employee taking charge behavior. We discuss the theoretical and practical implications of these results.
Acceptance Date15/09/2020
All Author(s) ListZhang Melody Jun, Law Kenneth S, Wang Lin
Journal namePersonnel Psychology
LanguagesEnglish-United States
Keywordscoworker support, leadership emergence, person perception, proactive behavior, taking charge, work teams

Last updated on 2020-22-11 at 23:56