Original Research

The contributions of self-efficacy and perceived organisational support when taking charge at work

Ike E. Onyishi, Elizabeth Ogbodo
SA Journal of Industrial Psychology | Vol 38, No 1 | a979 | DOI: https://doi.org/10.4102/sajip.v38i1.979 | © 2012 Ike E. Onyishi, Elizabeth Ogbodo | This work is licensed under CC Attribution 4.0
Submitted: 06 April 2011 | Published: 24 January 2012

About the author(s)

Ike E. Onyishi, University of Nigeria, Nigeria
Elizabeth Ogbodo, University of Nigeria, Nigeria


Orientation: Taking charge as an extra role in the workplace is necessary for the survival of modern firms. Therefore, understanding the personal and organisational factors when one takes charge is critical for organisations.

Research purpose: The aim of the study was to investigate the contributions of self-efficacy and perceived organisational support when taking charge at work.

Motivation for the study: Although many previous studies have examined the antecedents of taking charge in North American business environments, we know little about taking charge in the developing economies of Africa. Research about taking charge will provide valuable information for managers of businesses in developing countries in Africa.

Research design, approach and method: This study used a cross-sectional survey design to examine the contributions of self-efficacy and perceived organisational support to taking charge at work amongst 201 bank workers in Nsukka, Southeast Nigeria.

Main findings: Regression analysis results showed that self-efficacy had a significant relationship with taking charge at work. The results also showed a statistically significant relationship between perceived organisational support and taking charge at work.

Practical/managerial implications: The implications of the results are that interventions that focus on improving self-efficacy will contribute to the behaviours of employees who take charge. In addition, organisations that develop strategies to make employees perceive the organisation as supportive will also have members that engage in more supervisory behaviours.

Contribution/value-add: This study was one of the first attempts to investigate taking charge at work in a developing economy of Africa. The results of the study, that self-efficacy and perceived organisational support have relationships with taking charge at work, will contribute to a better understanding of the concept and to building robust theories.


self-efficacy; perceived organisational support; taking charge


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