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Book part
Publication date: 26 June 2012

Chapter 8 Affect and Employee Proactivity: A Goal-Regulatory Perspective

Uta K. Bindl and Sharon K. Parker

Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their…

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Abstract

Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their organization. In this chapter, we draw on goal-regulation research to review conceptual and empirical evidence that elucidates some of the complex links of affective experience and employee proactivity. We identify the different ways in which affective experience influences different stages of proactivity, including employees’ efforts in setting a proactive goal (envisioning), preparing to implement their proactive goal (planning), implementing their proactive goal (enacting), and engaging in learning from their proactive goal process (reflecting). Overall, our review suggests an important, positive role of high-activated positive trait affectivity and moods in motivating proactivity across multiple goal stages, as compared to low-activated positive affectivity and moods. The role of negative affect is mixed, and likely depends on both its valence and the stage of proactivity that is being considered. We identify a lack of research on the role of discrete emotions for employee proactivity. We discuss future avenues for research, particularly the roles of intra- and inter-personal emotion regulation for proactivity and of affective embeddedness of proactive processes in the social environment of organizations.

Details

Experiencing and Managing Emotions in the Workplace
Type: Book
DOI: https://doi.org/10.1108/S1746-9791(2012)0000008013
ISBN: 978-1-78052-676-8

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Book part
Publication date: 18 April 2012

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

Chia-Huei Wu, Ying Wang and William H. Mobley

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…

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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.

Details

Advances in Global Leadership
Type: Book
DOI: https://doi.org/10.1108/S1535-1203(2012)0000007007
ISBN: 978-1-78052-002-5

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Book part
Publication date: 24 January 2011

Understanding proactive leadership

Chiahuei Wu and Ying Wang

This chapter discusses proactive leadership by elaborating the meaning of leaders' proactivity, the required competencies of proactive leadership, and the potentially…

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Abstract

This chapter discusses proactive leadership by elaborating the meaning of leaders' proactivity, the required competencies of proactive leadership, and the potentially different evaluations of leaders' proactivity by different observers, including leaders themselves, their supervisors, peers, and subordinates. Specifically, based on the goal generation – goal striving process view of proactivity, we define leaders' proactivity as “generating and enacting self-initiated and future-focused leading actions that are persistently sustained to bring changes toward the environment.” In line with the process view, we also propose the competency requirement of proactive leadership, by benchmarking against a scientifically developed, comprehensive competency dictionary, the Universal Competency Framework (UCF). Finally, we discuss the possibility that leaders' proactivity can be observed and evaluated differently by raters at different positions. Overall, this chapter provides a conceptual analysis of proactive leadership and points to potential research directions subject to empirical investigation.

Details

Advances in Global Leadership
Type: Book
DOI: https://doi.org/10.1108/S1535-1203(2011)0000006015
ISBN: 978-0-85724-468-0

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Article
Publication date: 21 February 2020

Empowering leadership in hospital employees: Effects on goal orientation, job conditions, and employee proactivity

Abhishek Singh and Santosh Rangnekar

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions…

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Abstract

Purpose

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.

Design/methodology/approach

Data were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.

Findings

The important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.

Practical implications

Organizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.

Originality/value

The study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-03-2019-0132
ISSN: 1741-0401

Keywords

  • Empowering leadership
  • Goal orientation
  • Job conditions
  • Employee proactivity
  • NABH accredited Hospitals in India

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Article
Publication date: 4 April 2020

Linking team-member exchange differentiation to team creativity

Chao Chen and Xinmei Liu

The purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model…

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Abstract

Purpose

The purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.

Design/methodology/approach

A time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.

Findings

Results indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.

Originality/value

The empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Details

Leadership & Organization Development Journal, vol. 41 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-07-2019-0288
ISSN: 0143-7739

Keywords

  • TMX differentiation
  • Team proactivity
  • Team creativity
  • LMX

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Article
Publication date: 28 March 2008

Age, proactivity and career development

Marc van Veldhoven and Luc Dorenbosch

The purpose of this study is to shed more light on the role of employee proactivity (self‐starting, action‐orientated behaviours aimed at greater organisational…

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Abstract

Purpose

The purpose of this study is to shed more light on the role of employee proactivity (self‐starting, action‐orientated behaviours aimed at greater organisational effectiveness) in relation to aging and career development. It aims to do this in two ways. First, by investigating how age and HR practices for development initiated by the organisation influence proactivity. Here, proactivity it seeks to study as a career‐relevant outcome. Second, by examining how age, proactivity and HR practices for development influence employee experiences of career opportunities. Here, it aims to use proactivity as career‐relevant predictor.

Design/methodology/approach

A total of 619 employees from 47 departments completed a questionnaire, including two scales on proactivity (on‐the‐job and developmental proactivity) as well as a scale on career opportunities. HR and line managers in these departments were interviewed about HR practices directed at career development of the employees. The data combine information from two levels (employee, department) as well as three different sources (employee, line manager, HR manager), and are analysed using multi‐level analysis.

Findings

First, the paper presents the results on proactivity as an outcome: age is positively related to proactivity on‐the‐job but has no association with proactivity towards development. HR practices targeted at career development are positively associated with both types of proactivity. Second, the results on proactivity as a predictor show that career opportunities have a negative association with age, a positive association with proactivity, and a positive association with career development‐orientated HR practices. An additional negative effect on career opportunities is found for the cross‐level interaction between HR practices and age.

Originality/value

This study is original as it combines individual, psychological, and HR perspectives in researching age‐related career issues. It contributes to the literature by showing that age has no negative, but rather a positive impact on proactivity. Proactivity furthermore is sensitive to HR practices for development, implying that organisations can influence the proactivity of their employees. For older employees the study implies that, although organisations tend to offer them fewer HR practices for development, they can offset this disadvantage to some extent by increased proactivity, and thus retain career opportunities.

Details

Career Development International, vol. 13 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/13620430810860530
ISSN: 1362-0436

Keywords

  • Older workers
  • Career development
  • Human resource management
  • Self‐assessment

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Article
Publication date: 1 January 2010

Corporate entrepreneurship of IJVs in China

Theresa Lau, K.F. Chan, Susan H.C. Tai and David K.C. Ng

The purpose of this paper is to examine if corporate entrepreneurship in terms of innovation and proactivity that has been developed in the international joint ventures…

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Abstract

Purpose

The purpose of this paper is to examine if corporate entrepreneurship in terms of innovation and proactivity that has been developed in the international joint ventures (IJVs) in the Chinese cultures.

Design/methodology/approach

A structured questionnaire with a systematic sampling approach was adopted and sent to 800 firms (400 from the manufacturing industry and 400 from the servicing industry) in Beijing. Descriptive statistics, correlation analyses and stepwise multiple regression were used.

Findings

Corporate entrepreneurship exists in the IJVs, yet the Western‐Chinese JVs are more innovative and proactive. It is found that organisational variables such as flexibility, operational delegation, control system and the implementation of differentiation or growth strategy are significantly related to both innovation and proactivity. However, organisational variables on strategic delegation and risk‐taking culture are significantly related to proactivity only. On the other hand, the implementation of cost leadership is found to be unrelated to either innovation or proactivity.

Research limitations/implications

Since the sample was drawn from IJVs in Beijing, comparative studies could be done on IJVs across different cities in China.

Practical implications

The significant results provide insights for studying the cultural context of China's IJVs.

Social implications

Asian‐Chinese JVs have to improve corporate entrepreneurship posture in their management. This will attract professionals with international experience from different parts of the world to work in China's IJVs.

Originality/value

The entrepreneurial posture of an IJV can be measured in terms of its ability on innovation and proactivity. It provides benefits to both foreign and local partners in terms of local knowledge, access to market, and cost consideration as well as technological and skills transfers.

Details

Management Research Review, vol. 33 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/01409171011011535
ISSN: 2040-8269

Keywords

  • China
  • National cultures
  • Joint ventures
  • Entrepreneurialism
  • Corporate strategy

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Article
Publication date: 12 September 2016

The important effects of national culture on the environmental proactivity of firms

Francesco Calza, Chiara Cannavale and Ilaria Tutore

The purpose of this paper is to verify if and how national culture affects firms’ environmental proactivity, by using a specific index: the Carbon Disclosure Score (CDS).

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Abstract

Purpose

The purpose of this paper is to verify if and how national culture affects firms’ environmental proactivity, by using a specific index: the Carbon Disclosure Score (CDS).

Design/methodology/approach

The study, an analysis of two linear regression models, examines how cultural values, measured by the Global Leadership and Organizational Behavior Effectiveness Research “should be” scores, affect companies’ environmental proactivity measured by CDS. Data about CDS derive from the Carbon Disclosure Project, which monitors Global 500 companies each year.

Findings

The analysis reveals that the values of in-group collectivism, performance orientation, assertiveness and uncertainty avoidance negatively affect firms’ environmental proactivity, while future orientation and gender egalitarianism have a positive impact.

Research limitations/implications

In spite of the limitations inherent in the indicator and the limited sample, the paper has some interesting implications. On a theoretical level, this study extends prior research in the field of organizations and natural environment, by examining the specific role exerted by national cultural dimensions on firms’ environmental proactivity.

Practical implications

From a practical standpoint, the study suggests that corporations and policy regulators should be sensitive toward national idiosyncrasies and formulate the environmental strategies according to the cultural values and contextual environment of the relevant region. Creating policies based on cultural values and adapting policies to a country’s culture can improve the effectiveness of environmental policies and raise individual and corporation awareness on the topic.

Originality/value

Most contributions consider environmental strategy at the national level. This study, instead, focusses on the effects of national culture on the environmental proactivity of firms.

Details

Journal of Management Development, vol. 35 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/JMD-10-2015-0145
ISSN: 0262-1711

Keywords

  • Cultural values
  • Carbon Disclosure Score
  • Environmental proactivity
  • GLOBE project

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Article
Publication date: 31 August 2012

The impact of team empowerment on proactivity: The moderating roles of leader's emotional intelligence and proactive personality

Hakan Erkutlu and Jamel Chafra

The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional…

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Abstract

Purpose

The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional intelligence (EI) and a team member's proactive personality.

Design/methodology/approach

To provide a rigorous test of the hypotheses, a field study from a sample of 910 certified nurses in 82 teams from 12 university hospitals in Turkey was conducted.

Findings

The results reveal that proactivity is positively associated with team empowerment. In addition, team leader's EI and team members' proactive personality influence the relationship between team empowerment and team proactivity. Specifically, teams exhibit the highest proactivity when team leaders' EI and team members' proactive personality are high.

Research limitations/implications

The main strength of the investigation in this study was its multilevel research design. Most research on proactivity and empowerment has been conducted within single organizations, precluding an assessment of the way in which individual difference variables influence empowerment or proactivity. The multilevel design incorporated in this study, however, was capable of capturing the complexity of individual behaviors by considering different contexts.

Practical implications

In encouraging team proactivity, leadership and team members' personality characteristics do matter. Identifying individual difference variables such as team leader's EI, leader‐member exchange, locus of control or team members' personality help to advance the theoretical understanding of the team proactivity. This study provides evidence of the positive relationship between team empowerment and team proactivity. Such knowledge may help to search for continuous improvement and innovative solutions to work problems employed by healthcare administrators and potentially reduce the costs associated with losing high‐potential nurses.

Originality/value

This is one of the first studies to provide evidence of the moderating roles of the team leader's EI and team members' proactive personality levels on the relationship between team empowerment and team proactivity in university hospitals that formally implement work teams.

Details

Journal of Health Organization and Management, vol. 26 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/14777261211256918
ISSN: 1477-7266

Keywords

  • Team empowerment
  • Team proactivity
  • Emotional intelligence
  • Proactive personality
  • Team working
  • Turkey
  • Medical personnel

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Article
Publication date: 1 March 2005

A study of the effect of manufacturing proactivity on business performance

Javier González‐Benito

This research paper analyses the link between manufacturing proactivity, understood as the tendency of a company to implement the most modern and advanced production…

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Abstract

Purpose

This research paper analyses the link between manufacturing proactivity, understood as the tendency of a company to implement the most modern and advanced production management practices and business performance.

Design/methodology/approach

Over a sample of 186 industrial companies, two dimensions of proactivity were identified; one reflecting a cultural orientation and the other denoting a technical approach to progress.

Findings

Both dimensions, especially the cultural one turned out to have a positive effect on financial and operational performance. Among other things, these results point out the potential of the production and operations function as a source of competitive advantage for the company.

Originality/value

The aggregated analysis of several advanced production management practices, the proposal of different causal explanation of the relationship between manufacturing proactivity and business performance, and the combination of primary (postal questionnaires) and secondary (financial databases) data sources can be considered distinguishing features of this research.

Details

International Journal of Operations & Production Management, vol. 25 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/01443570510581844
ISSN: 0144-3577

Keywords

  • Manufacturing industries
  • Business performance
  • Advanced manufacturing technologies

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