Paper Title
A Dual Process of Taking Charge

Abstract
Employee taking charge contributes to organizational effectiveness and development, yet very little is known about how taking charge affects employees’ well-being. In this study, we draw on conservation of resources theory to propose and test a dual process model that depicts whenand why taking charge can, for some individuals, improve and, for other individuals, undermine well-being.Using three-waves of data collected from 385 supervisor-subordinate dyads, we find that, when employee role breadth self-efficacy is high, taking charge (rated by supervisors) is positively related to vitality via organization-based self-esteem. We refer to this pathway as a resource-creating process. However, when employees’ controlled motivation is high, taking charge is positively associated with depletion via negative affect, which we refer to as a resource-consuming process. Applying a resource lens to understanding the well-being outcomes of taking charge, we demonstrate that engaging in taking charge not only potentially benefits the initiators, but can also sometimes come at a personal cost.