Using a cross-level design and relying on a contingency approach to understanding empowering leadership, we investigate the mediating role of individual-level psychological empowerment in the cross-level relationship between team-directed empowering leadership and two complementary forms of individual-level citizenship: affiliative organizational citizenship behavior and taking charge. We also investigate the moderating role of organizational support climate in the relationship between empowering leader behavior and these two forms of citizenship. Using data collected from 98 work teams in one large organization in China, in addition to support for the mediating role of psychological empowerment, we found a "double-edged" moderating effect for organizational support climate. For affiliative organizational citizenship behavior, and consistent with reciprocation perspectives posited by social exchange theory, results showed that the highest levels occurred when both empowering leadership behavior and organizational support climate were high. In contrast, for taking charge, and consistent with control theory, results showed that the highest levels occurred when empowering leadership behavior was high but when organizational support climate was low. Our findings highlight the counterintuitive notion that organizational support climate may not always have uniformly positive effects and also reinforce the importance of including both individual and work context factors when attempting to understand cross-level empowering leadership effects.