<p>Drawing on social exchange theory, this study explores how empowering leader behavior influences employees’ taking charge behavior. Social exchange theory suggests that relationships based on mutual trust and reciprocity can drive positive behaviors in the workplace. Based on this theoretical foundation, a model was constructed to examine the nonlinear relationship between empowering leader behavior and employees’ taking charge behavior, as well as the mediating role of employee ambition and the moderating role of work group inclusion. Data from 410 leader-employee matched questionnaires were analyzed using Mplus 7.0. The findings reveal a curvilinear (inverted U-shaped) relationship between empowering leader behavior and employees’ taking charge behavior, indicating that moderate levels of empowerment are most effective. Similarly, an inverted U-shaped relationship was found between empowering leader behavior and employee ambition, which in turn mediates the impact on taking charge behavior. Additionally, work group inclusion moderates both the impact of employee ambition on taking charge behavior and the curvilinear relationship between empowering leader behavior and taking charge behavior. This study provides the first empirical evidence of a nonlinear relationship between empowering leader behavior and employees’ taking charge behavior, offering new insights into the mechanisms driving proactive workplace behaviors.</p>