Search results

The purpose of this study is to explore the relationship between supervisor and coworkers’ workplace incivility and newcomer proactive behaviors. Drawing on conservation of resources (COR) theory, the authors examined resource depletion as a mediator and newcomer proactive personality, as well as their current organizational tenure as moderators of the relationship between workplace incivility toward newcomers and their proactive behaviors.

A time-lagged research design was used to test hypotheses with data covering 322 newcomers and their immediate supervisors in two subsidiaries of a large food processing company in China. Regression analysis using the PROCESS macro in SPSS is used to test the hypotheses.

The results show that workplace incivility toward newcomers is negatively related to their proactive behaviors. This relationship is mediated by resource depletion. Furthermore, newcomers’ proactive personality moderates the relationship between workplace incivility and resource depletion. Moreover, both the direct effect of workplace incivility on resource depletion and its indirect effect on newcomer proactive behaviors are moderated by the combination of newcomer proactive personality and their current organizational tenure.

Drawing on COR theory, a theoretical framework is constructed that specifies the process through which workplace incivility affects proactive behaviors to expand collective understandings of workplace incivility in the newcomer context. Furthermore, the boundary conditions of the underlying process are investigated, which further enhances the contribution of this paper to the extant literature on workplace incivility.

Based on social exchange theory and social identification theory, I investigated how employee organizational identification affects the effectiveness of commitment-based human resource (HR) practices. I focused on employee attitudes (job satisfaction) and behaviors (proactive knowledge seeking) as HR practices’ outcomes.

Using a structural equation modeling analytical approach, I tested the hypotheses with data from a web-based cross-sectional survey of 208 specialists and engineers of manufacturing subsidiaries in Poland.

Results showed that the positive relationship between commitment-based-HR practices and job satisfaction is weakened for employees strongly identified with the organization. Simultaneously, the connection between seeking knowledge and job satisfaction is stronger and more important for people who identify moderately to strongly.

The study limitations regard mainly its cross-sectional design and single cultural and industrial context.

From the managerial perspective, the study suggests that to enhance proactive employee behavior, companies need to increase employee organizational identification and ensure that employees have a positive perception of the implemented HR practices.

The study contributes to the ongoing discussion on whether individual contingencies affect the effectiveness of commitment-based HR practices in the form of individual attitudinal and behavioral outcomes. The findings revealed that the contingent effect of organizational identification depends on the type of individual outcomes, suggesting that the strength of organizational identification affects how employees decide to reciprocate the organization’s attention and investment.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

The purpose of this study is to explore the role of employees’ underlying implicit person theories in the relationship with innovative work climate and proactive behaviour at work. First, the authors study how an employee’s implicit person theory (IPT), or the domain-general implicit belief about the development potential of people’s attributes, relates to learning goal orientation and proactive learning and entrepreneurial behaviour at work. Second, the authors investigate how employees’ perception of their work climate is associated with this IPT.

The authors set up an exploratory study relying on survey data from a sample of 498 professionally active Flemish adults and analysed a correlational path through SEM.

The authors found that holding an incremental IPT (i.e. believing in the development potential of people’s attributes) positively relates to proactive learning and entrepreneurial behaviour. Moreover, the authors found that employees working in an innovative work climate are more likely to hold an incremental IPT.

This study offers indications that IPT is a relevant explanatory variable in the relationship between innovative work climate on the one hand and learning goal orientation, learning work behaviour and entrepreneurial work behaviour on the other hand. As such, this study suggests that IPT is a promising concept that can be actively endorsed as a relevant underlying psychological process variable for fostering learning and entrepreneurial behaviour in organizations.

Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.

To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.

Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.

The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.

This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).

Building on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.

Results show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.

The study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.

The study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).

The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.

The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands.

In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset.

The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.

To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.

The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.

This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.

This study summarizes widely dispersed literature on proactivity at work in its many different forms and highlights contrasts between the various themes in detail.

This study is based on systematic literature review of proactivity at work using 1708 peer reviewed articles published between 1969 and 2021 using R and Vos viewer software; a content analysis of the 100 most cited articles in proactivity research; and synthesis and integrative literature review to develop future research directions.

This study uncovers many interesting facets of knowledge, including proactivity-related themes that have emerged over 50 years of research, time-related publication trends, top journals, top authors, and the most commonly used keywords. The content analysis of the 100 most-cited articles revealed findings such as the role of each proactivity theme impacting academic discussions to date. For example, quantitative research appears to be more prevalent among the most cited articles compared to different types of qualitative research. Finally, future research directions building on our findings are provided.

To our knowledge, this work is the first attempt to contrast different types of proactivity at work as opposed to extant literature, which is either driven by the proactivity phenomenon or focuses on similarities rather than on contrasting aspects of the various forms of proactivity at work. Hence, the significance of this research extends beyond theoretical considerations and incorporates valuable practical elements.

While previous research in career studies has highlighted the positive impact of several leadership behaviors on followers’ work and career success, less is known about how the emergent topic of inclusive leadership shapes followers’ task performance. Using an inclusive leadership approach and job demands-resources theory, we developed a novel sequential mediation model in which inclusive leadership indirectly facilitates followers’ performance through self-initiating behavior and work motivation. Specifically, we aimed to investigate whether inclusive leaders encourage followers to show enhanced task performance through strengths use and work engagement.

A representative sample of 278 Dutch employees from diverse organizations was surveyed at three different time points.

The results of structural equation modeling evidenced that inclusive leadership was indirectly related to follower task performance, initially through the utilization of strengths and subsequently through work engagement over time. When leaders exhibited behaviors that were inclusive in nature, they encouraged their followers to make use of their strengths at work. Such leadership actions boosted the work engagement of their followers and led to enhanced task performance.

We develop and test a novel sequential mediation model that explores how inclusive leadership fosters improved task performance among followers by promoting the utilization of strengths and subsequent work engagement. This sheds light on the mechanisms through which inclusive leadership contributes to follower performance, a crucial indicator in shaping sustainable career trajectories.