Examining When and How Taking Charge Invigorates or Depletes Service Frontline Employees
(A2024-119444)

AUTHORS

Wing Lam, The University of Manchester; Ziguang Chen, University of Derby; Kan Ouyang, Shanghai University of Finance and Economics

ABSTRACT

Service frontline employees’ taking charge behavior can elevate service quality through value co-creation in the delivery process, yet its impacts on their well-being remains unclear. This study draws on conservation of resources theory to propose a dual process model, exploring the varying effects of taking charge. Using data from 385 supervisor-subordinate dyads, we find that high role breadth self-efficacy makes taking charge (as rated by supervisors) positively related to vitality via organization-based self-esteem, a resource-creating process. Conversely, when employees have high controlled motivation, taking charge links to increased depletion via negative affect, indicating a resource-consuming process. Our findings suggest that while taking charge can benefit employees and enhance service quality, it also carries potential personal costs. Understanding these dynamics is crucial for organizations aiming to foster a supportive environment for service frontline employees.