Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment

Yue ZHU, Jie WANG, Tingting CHEN, Michael J. CRANT, Xiaoling YANG, Chang LI*, Yongyue WANG

*Corresponding author for this work

Research output: Journal PublicationsJournal Article (refereed)peer-review

Abstract

This study develops a research model of how and when high performers bring about constructive changes at work. Drawing from the social cognitive theory of self-regulation, we examined the mediating effect of role breadth self-efficacy (RBSE) on the relationship between task performance and taking charge. Moreover, we investigated the moderating effects of two forms of interpersonal hostility in the workplace (abusive supervision and group coworker undermining) on this mediated relationship. We conducted a field study and an experiment to test our theoretical model. Across both studies, the results showed that RBSE mediated the positive effect of task performance on taking charge. Group coworker undermining moderated the positive relationship between task performance and RBSE. The results also supported the moderated mediation effect of task performance on taking charge via RBSE contingent on group coworker undermining. We discuss the theoretical and practical implications of managing high performers to initiate constructive changes.
Original languageEnglish
Article number114709
JournalJournal of Business Research
Volume179
Early online date6 May 2024
DOIs
Publication statusE-pub ahead of print - 6 May 2024

Bibliographical note

Publisher Copyright:
© 2024 Elsevier Inc.

Keywords

  • Abusive supervision
  • Group coworker undermining
  • High performers
  • Role breadth self-efficacy
  • Taking charge
  • Task performance

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