A study on the mechanism of relative leader-member exchange on employees' taking charge behavior: from self-perception perspective.

In this era of constant change, how to motivate employees to innovate work methods, improve work efficiency, and promote the sustainable development of enterprises has become a hot topic for managers. Drawing on social cognitive theory, this study examines how employees' perception of relative leader-member exchange (RLMX) drives taking-charge behavior through the perspective of self-perception. We further investigate the mediating role of perceived insider status and the moderating roles of social comparison orientation and role-breadth self-efficacy, thereby clarifying the underlying mechanisms linking RLMX to taking-charge behavior. Using cross-sectional data from 381 employees across diverse industries in China, we test our moderated-mediation model with hierarchical regression analyses. The results show that: RLMX is positively related to taking charge behavior, perceived insider status plays a partial mediating role between RLMX and taking charge behavior, social comparison orientation moderates the impact of RLMX on perceived insider status, and role breadth self-efficacy moderates the relationship between perceived insider status and taking charge behavior. The study provides fresh empirical insights into the mechanisms linking RLMX to taking charge behavior from perspective of self-perception and suggests practical implications for enhancing employees' taking charge behavior.