Abstract
Based on the social exchange theory and conservation of resource theory, we propose that subordinates are inclined to practice taking charge behavior in return for servant leadership. In addition, a theoretical model is presented to examine the mediation mechanism underlying this relationship. A statistical analysis of 295 two-wave, multi-source data revealed that (i) Servant leadership positively impacts employees’ taking charge. (ii) Psychological availability plays a mediated role between servant leadership and taking charge.