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How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation

Zheng Zhang (School of Business Administration, Shanxi University of Finance and Economics, Taiyuan, China)
Wenru Liu (School of Business Administration, Shanxi University of Finance and Economics, Taiyuan, China)
Wei He (Institute of Business Administration, Shanxi University of Finance and Economics, Taiyuan, China)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 23 November 2023

Issue publication date: 5 February 2024

744

Abstract

Purpose

Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese organizations, with psychological availability as a mediator and collectivism orientation as a moderator.

Design/methodology/approach

The authors distributed paired questionnaires to 67 team managers and 219 team members to obtain research data and established a hierarchical linear model for the hypothesis testing.

Findings

The results show that team-focus transformational leadership has a significant positive impact on employees' taking charge, and individual-focus transformational leadership has a significant negative impact on employees' taking charge. Specifically, psychological availability plays a partial mediating role between differentiated transformational leadership and employees' taking charge. Moreover, collectivism orientation has no significant moderating effect between team-focus transformational leadership and psychological availability. But it has a significant moderating effect between individual-focus transformational leadership and psychological availability, i.e. the higher the level of collectivism orientation, the stronger the negative effect of individual-focus transformational leadership on psychological availability.

Originality/value

The paper notes the hierarchy of differentiated transformational leadership and divides it into team-focus transformational leadership and individual-focus transformational leadership. It also provides a new mechanism and boundary condition, i.e. differentiated transformational leadership has an impact on employees' taking charge through psychological availability and collectivism orientation is a moderator.

Keywords

Acknowledgements

Since submission of this article, the following author(s) have updated their affiliations: Wei He is at the School of Management, Xian Jiaotong University, Xian, China.

Corrigendum: It has come to the attention of the publisher that the article, Zhang, Z., Liu, W. and He, W. (2023), “How and when differentiated transformational leadership influences employees’ taking charge? The roles of psychological availability and collectivism orientation”, Leadership & Organization Development Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/LODJ-05-2023-0253 did not include funding information for the article.

Our guidelines state that funding information should be included at initial submission.

Funder name: National Social Science Fund of China; Grant/Award Number: 22BGL133.

Citation

Zhang, Z., Liu, W. and He, W. (2024), "How and when differentiated transformational leadership influences employees' taking charge? The roles of psychological availability and collectivism orientation", Leadership & Organization Development Journal, Vol. 45 No. 1, pp. 1-20. https://doi.org/10.1108/LODJ-05-2023-0253

Publisher

:

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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