How Cadre Training Fuels Grassroots Cadres’ Initiative to Take Charge

Abstract

Most grassroots cadres work out of sight of management, posing challenges for direct management (i.e., commands and incentives). Cadre training can be an effective tool for shaping their behavior, serving as an alternative or supplement to commands and incentives. However, this effectiveness depends on the cadres’ perceptions. Using evidence from Chinese government agencies, we empirically explore the impact of cadre training on grassroots cadres’ taking-charge behaviors. We also investigate public service motivation and professional role identity as potential mediators of this impact. Analyzing survey data from 587 Chinese grassroots cadres using a structural equation model, we find that cadre training substantially strengthens their taking-charge behaviors. This relationship is partially mediated by public service motivation and professional role identity. This study augments our knowledge of cadre training in the Chinese context and its effects on grassroots cadres’ attitudes and behavior.