ArticleFrontiers in psychology2020
How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance.
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 9 papers.
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Who cites it
9 citing papers in PubMed.
- Color outside the lines: How does amoral management influence employees' creative unethicality?PloS one · 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
- How exploitative leadership undermines subordinates' taking charge behavior? A moderated mediation model.BMC psychology · 2025Article
- Why Do Chinese Employees Complain at the Workplace? An Exploratory Study Based on the Theory of Work Adjustment.Frontiers in psychology · 2022Article
- How Ethical Leadership Prompts Employees' Voice Behavior? The Roles of Employees' Affective Commitment and Moral Disengagement.Frontiers in psychology · 2021Article
- Paternalistic Leadership and Safety Participation of High-Speed Railway Drivers in China: The Mediating Role of Leader-Member Exchange.Frontiers in psychology · 2021Article
- How Does Information Sharing of a Supervisor Influence Proactive Change Behavior of an Employee? The Chain Mediating Role of Family-Like Employee-Organization Relationship and Relationship Energy.Frontiers in psychology · 2021Article
- 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
- Can Corporate Social Responsibility Promote Employees' Taking Charge? The Mediating Role of Thriving at Work and the Moderating Role of Task Significance.Frontiers in psychology · 2020Article
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Authors and funding
5 authors.
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No grant is acknowledged in the PubMed record.
Abstract
Extant literature has suggested that leadership styles have a significant impact on subordinate taking charge. However, the effect of ethical leadership on subordinate taking charge is still insufficiently explored. Drawing on social exchange theory, we developed a moderated mediation model in which social exchange was theorized as a mediating mechanism underlining why subordinates feel motivated to take charge with the supervision of ethical leadership. Moreover, power distance was supposed to be a relevant boundary condition to moderate such a relationship. Two hundred thirty-nine independent leader-subordinate dyads in China were used to test the model. Results showed that subordinates' social exchange mediates the relationship between ethical leadership and subordinate taking charge, and such a relationship was found to be stronger among subordinates who had lower levels of power distance rather than higher levels. Theoretical and practical implications concerning enhancement of subordinate taking charge in organizations where ethical leaderships exist are discussed.
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