The risks and benefits of initiating change at work: Social consequences for proactive employees who take charge
研究团队中主动担责的员工如何被同事看待：他们被认为更有能力、更可能成为非正式领导，但也显得不够温暖、获得更少支持，尤其在主动性氛围低的团队中。
Abstract We study employee taking charge behavior in a team context and investigate how it influences social consequences in work teams. Drawing on the person perception perspective and the warmth–competence framework, we develop a theoretical model outlining how coworkers view and react to those team members who take charge more at work. We conducted two studies to test our model. Using a three‐wave, multisource study with a round‐robin design (Study 1), we find that members who take charge relatively more in their work teams tend to be perceived as more competent and are more likely to emerge as informal leaders; however, they are also likely to be seen as less warm and receive less coworker support, especially in teams with a low initiative climate. In a follow‐up vignette experimental study (Study 2), we replicate the results in a more controlled setting and expand our understanding of the social consequences for employee taking charge behavior. We discuss the theoretical and practical implications of these results.