The managerial antecedent and behavioral consequence of subordinates’ calling orientation: an experimental and survey study

Abstract

Abstract Research in calling has increased in recent years, yet the lack of attention on the managerial antecedents and prosocial behavioral outcome of calling orientation presents key challenges to meet the needs of the organizational management. Based on the social impact theory, this study examined the predicting effects of a team leader’s transformational leadership on followers’ calling orientation, and the effects of team members’ calling orientation on their helping behaviors at work. The experimental study and the survey were conducted to test the hypotheses. The results showed that a leader’s transformational leadership was positively related to followers’ calling orientation. A leader’s organizational status moderated the relationship between a leader’s transformational leadership and followers’ calling orientation. Followers’ calling orientation was positively related to their helping behaviors at work. The results provide important implications for cultivating employees’ calling orientation in the workplace.

Keywords

• Calling orientation
• Transformational leadership
• Organizational status
• Helping behaviors
• Social impact theory