ArticleFrontiers in psychology2019
Leader Humility and Taking Charge: The Role of OBSE and Leader Prototypicality.
Article in Frontiers in psychology, 2019. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 8 papers.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
8 citing papers in PubMed.
- A study on the mechanism of relative leader-member exchange on employees' taking charge behavior: from self-perception perspective.BMC psychology · 2025Article
- Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy.Frontiers in psychology · 2025Article
- Authentic Leadership and Taking Charge Behavior: A Moderated Mediation Model of Psychological Capital and Occupational Calling.International journal of environmental research and public health · 2022Article
- High Organization-Based Self-Esteem Is Associated With Lower Risk of Depressive Symptoms Among University Athletes.Frontiers in psychology · 2022Article
- Cross-Level Influence of Empowering Leadership on Constructive Deviance: The Different Roles of Organization-Based Self-Esteem and Traditionality.Frontiers in psychology · 2021Article
- How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance.Frontiers in psychology · 2020Article
- How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality.Psychology research and behavior management · 2020Article
- Multi-Level Effects of Humble Leadership on Employees' Work Well-Being: The Roles of Psychological Safety and Error Management Climate.Frontiers in psychology · 2020Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
2 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Taking charge refers to an extra role behavior that is change oriented and can bring constructive benefits to the organization. However, taking charge always involves risks and might incur potential costs for employees. Understanding how to encourage employees' taking charge has become increasingly important for today's organizations. Drawing on self-concept-based theory, we intend to explore when and why leader humility would inspire followers' taking charge behavior in China. Employing a time-lagged research design with a sample of 190 supervisor-subordinate dyads, we found that the association between leader humility and taking charge is significantly and positively correlated, with organization-based self-esteem (OBSE) mediating the connection. We also found support for the moderating effect of leader prototypicality. Leader humility positively affected taking charge via followers' OBSE, though only in cases of high leader prototypicality. Finally, we probed into the practical and theoretical implications of this research.
Indexed as
Identifiers
What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.