Overqualified and overachieving: unpacking the drive behind taking charge of perceived overqualified employees in the workplace

Perceived overqualification has become an increasingly prevalent phenomenon in contemporary workplaces. Effectively leveraging the full potential of overqualified employees and motivating them to exceed their prescribed roles remains a critical concern for both scholars and practitioners. However, research on the effects of perceived overqualification on taking charge behavior has been largely overlooked. Grounded in conservation of resource theory, this study develops a moderated mediation model to elucidate how and when employees who perceive themselves as overqualified are more likely to engage in taking charge behavior. Specifically, we posit that perceived overqualification has a positive impact on employees’ propensity to take charge, with psychological availability acting as a critical mediator in this relationship. Furthermore, we hypothesize that competitive motivation amplifies the positive effects of perceived overqualification. Our hypotheses were tested using a three-wave survey study with data collected from 259 employees. The results provide robust support for our theoretical framework, demonstrating that perceived overqualification is indeed positively associated with taking charge behavior, mediated by psychological availability, and further moderated by competitive motivation. The theoretical and practical implications of these findings are discussed in detail.