Unleashing the Power of Shared Leadership: Examining the Effects of Climate for Initiative and Climate for Psychological Safety on Taking Charge

Abstract

Aim of the Study: The research examined the relationship between shared leadership and the taking-charge behavior of employees. This research study has also incorporated climate for initiative as a mediator and climate for psychological safety as a moderator.

Methodology: The research study is based on the positivist paradigm. The research design for this study is cross-sectional. Employees working at senior management, middle management, and lower management levels in the pharmaceutical business (registered with chambers of commerce) in major cities like Lahore, Faisalabad, Gujranwala, Sialkot, Rawalpindi, Islamabad, and Karachi are the target population of the study. A multistage random sampling method is used for sample selection. Primary data from (N=430) employees is collected.

Key Findings: Results showed that shared leadership is positively related to the taking charge behavior of employees and the climate for taking the initiative. The climate for taking the initiative is positively related to the taking charge behavior of employees.

Conclusion: The climate for initiative mediates the relationship between shared leadership and taking charge behavior. The moderation hypothesis is not supported (H₅) in this research work. The present study has numerous important academic and real-world implications discussed in it.