<p>How Inclusive Leadership Enhances Follower Taking Charge: The Mediating Role of Affective Commitment and the Moderating Role of Traditionality</p>

Abstract

Purpose: Leaders try to stimulate follower taking charge to promote organizational change and effectiveness in current increasingly complex and changing environment. Based on social identity theory, we developed a mediated moderation model in which affective commitment was theorized as a mediating mechanism underlining why followers feel motivated to taking charge with the supervision of inclusive leadership. Furthermore, traditionality should be a relevant boundary condition to moderate such a relationship in China. Methods: There was three times lagged research conducted at the city of Shanghai, Shenzhen, and Nanjing. A series of valid questionnaires were accomplished by 246 participants, including the inclusive leadership, affective commitment, traditionality, and follower taking charge. Our model adopted hierarchical regression analysis to explore hypothesis. Results: Inclusive leadership is positively related to affective commitment (β= 0.589, p < 0.001). Affective commitment was positively related to follower taking charge (β= 0.165, p < 0.01). Affective commitment mediates the relationship between inclusive leadership and taking charge with 95% bias-corrected confidence intervals [0.068, 0.233]. Interactive effect of affective commitment and traditionality on follower taking charge was also significant (β=-0.189, p <0.001), and the effect of affective commitment on follower taking charge was more pronounced and positive with low (b = 0.361, p <0.001) rather than high (b =0.172, ns.) level of affective commitment. Moreover, the indirect effect of inclusive leadership on taking charge through affective commitment was significant when traditionality was low (b = 0.270, 95% CI = [0.179, 0.371]), the indirect effect became insignificant with high traditionality (b = 0.046, 95% CI = [-0.034, 0.123]). Conclusion: Our study shows that affective commitment mediates the relationship between inclusive leadership and follower taking charge. Moreover, the influence of affective commitment on follower taking charge was moderated by traditionality. Affective commitment was positively associated with taking charge only for followers with low traditionality. Additionally, the mediated moderation relationship between inclusive leadership and follower taking charge via affective commitment was stronger under low traditionality.

Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model

“… 27 , 28 Second, IL demonstrates treatment of fairness and justice via openness, availability, and accessibility when interacting with subordinates, which convinces employees that their organization is committed to involving all employees in the operation of the organization. 29 These positive interactive relationships inclusive leaders provide would bring together the final employees’ attitude and active behavior, such as voice, 18 innovation, 30 taking charge, 31 , 32 self-efficacy, 33 and creativity. 34…”

The relationship between benevolent leadership and affective commitment from an employee perspective

“…Affective commitment increases the employee’s performance [ 42 ]. As Wang, Wang Zhou et al write: “when the employees’ affective commitment level is high, they have a higher degree of identification and affective attachment to the organization, are more willing to contribute to the development of the organization, and focus on making organizational change better so as to make taking change behavior” [ 43 ]. It should be added that affective commitment is negatively correlated with absenteeism and employee turnover, as well as with workplace stress [ 44 , 45 ].…”

The moderation of gender in the effects of Chinese traditionality and patriotism on Chinese domestic travel intention

“…There are research gaps still evident in extant literature despite the advances in examining the effect of CT on individual’s attitudes and subsequent behaviours, To the best of our knowledge, previous studies on CT have mainly focussed on HRM (Li et al , 2017; Wang et al , 2020; Xu et al , 2021; Yao et al , 2019). In hospitality and tourism, studies are still scarce with the studies by Yang et al (2020) and Wang and Zhang (2020) as exceptions.…”