Understanding Leaders’ Proactivity from a Goal-Process View and with Multisource Ratings

Abstract

In this chapter, we empirically examine leaders’ proactivity by taking the goal-process view of proactivity and from a multiple-rating source perspective. We proposed five behavioral indicators (envisioning and following goals, planning, solving problems, creating ideas, and championing change) to evaluate the key stages in the process of achieving proactive goals. We collected 360-degree ratings from leaders themselves, their supervisors, colleagues, and subordinates on these key indicators. The specific aim of this study is to (1) assess factorial validity of these five proactivity-related constructs, and (2) gauge whether different rater groups have consistent or different views in evaluating target leaders’ proactivity. Data were collected from a total of 535 part-time EMBA students, and data were analyzed by a Correlated Trait-Uncorrelated Method (CTUM) model. Results showed that (1) the five proactivity-related indicators were highly intercorrelated and can be influenced by a higher-order proactivity factor, and (2) ratings on the same construct but from different raters consistently converged on the same factor, revealing that different raters have a consistent perception in evaluating leaders’ multiple dimensions of proactivity.

Citation

Wu, C.-H., Wang, Y. and Mobley, W.H. (2012), "Understanding Leaders’ Proactivity from a Goal-Process View and with Multisource Ratings", Mobley, W.H., Wang, Y. and Li, M. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 7), Emerald Group Publishing Limited, Leeds, pp. 57-75. https://doi.org/10.1108/S1535-1203(2012)0000007007