ArticleFrontiers in psychology2020
Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work.
Article in Frontiers in psychology, 2020. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 32 papers.
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Who cites it
32 citing papers in PubMed.
- Artificial intelligence literacy and associations with thriving at work among nurses in Anhui Province, China: a latent profile analysis.BMC nursing · 2026Article
- Nurses' Experiences of Psychological Safety in Ad Hoc Teams During Emergency Care: An Interview Study.Journal of advanced nursing · 2026Article
- Stirring inclusion: how diversity-oriented HR practices boost adaptive performance in Greece's food & beverage industry.Frontiers in psychology · 2026Article
- Development and Psychometric Evaluation of the Thriving in Nursing Questionnaire (THINQ).Journal of advanced nursing · 2026Article
- How leader-enforced positivity and humility-aspiration signaling shape emotional exhaustion and unethical behavior: evidence for distinct psychological pathways.Frontiers in psychology · 2026Article
- Supervisor psychological closeness and employees' taking charge at work: a moderated mediated model based on trust in supervisor and employee power distance orientation.Frontiers in psychology · 2026Article
- Diversity, equity, and inclusion initiatives: A qualitative study on community health clinic team member perspectives.Families, systems & health : the journal of collaborative family healthcare · 2025Article
- Mediating effect of psychological safety on the relationship between inclusive leadership and nurses' absenteeism.BMC nursing · 2025Article
- How exploitative leadership undermines subordinates' taking charge behavior? A moderated mediation model.BMC psychology · 2025Article
- Effects of Inclusive Leadership on the Diversity Climate and Change-Oriented Organizational Citizenship Behavior.Behavioral sciences (Basel, Switzerland) · 2024Article
- Different but Synergistic Effects of Union and Manager Leadership on Member Job Satisfaction.Behavioral sciences (Basel, Switzerland) · 2024Article
- A study on the double-edged sword effect of inclusive leadership on employees' work behaviour-dual path perspective of cognition and affection.Frontiers in psychology · 2024Article
- How Does Secure-Base Leadership Affect Employees' Taking-Charge Behavior: The Role of Psychological Availability and Independent Self-Construal.Behavioral sciences (Basel, Switzerland) · 2023Article
- The impact of utilizing inclusive leadership among nurses during crises: A multisite comparative study.Journal of medicine and life · 2023Article
- Article
- Reliability and validity of the Japanese version of the psychological safety scale for workers.Industrial health · 2022Article
- Organisational structures and processes for health and well-being: insights from work integration social enterprise.BMC public health · 2022Article
- 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
- Making things happen: How employees' paradox mindset influences innovative performance.Frontiers in psychology · 2022Article
- Status Competition and Implicit Coordination: Based on the Role of Knowledge Sharing and Psychological Safety.Frontiers in psychology · 2022Article
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Taking charge is an important form of proactive behavior that sustains organizational survival and individual development. Learning how to motivate employees to engage in taking-charge behavior has become one of the hot topics in the field of organizational management. Despite considerable research investigating the factors influencing taking charge, less attention has been paid to leadership-related factors, such as inclusive leadership. Based on the self-determination theory and the social information processing theory, we examined the mediating roles of psychological safety and thriving at work in the relationship between inclusive leadership and taking-charge behavior. We collected data in two stages from 205 pairs of employees and their supervisors at 17 companies in mainland China. Specifically, the results revealed that inclusive leadership promoted employees' taking-charge behavior first through psychological safety and then through thriving at work. The results describe a more detailed mechanism underlying the formation of taking-charge behavior. The results further deepen our understanding of the path from inclusive leadership to employee behavior. These findings have theoretical implications for the taking-charge literature and managerial implications for practitioners.
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