535 research outputs found
Foci of Proactive Behavior
No full textCurrent dynamic work environments call for proactive employees who are not only reacting to changes in their environment but who plan ahead and take the initiative to avoid potential problems or improve the eectiveness of the organization. In the academic literature, proactive behavior refers to “anticipatory actions that employees take to impact themselves and/or their environments” (Grant & Ashford, 2008, p. 4). In line with the call from practitioners for more proactive employees (e.g., Campbell, 2000), academics have investigated the phenomenon of proactive behavior and its consequences over the last two decades. Many different proactive concepts were developed and studied (Bindl & Parker, 2010; Crant, 2000), for example, seeking feedback (Ashford, Blatt, & VandeWalle, 2003), voicing opinions, suggestions, or ideas for change (LePine & Van Dyne, 1998), taking personal initiative (Frese & Fay, 2001; Den Hartog & Belschak, 2007), proactive problem-solving and idea implementation (Parker, Williams, & Turner, 2006), issue-selling (Dutton & Ashford, 1993), taking charge (Morrison & Phelps, 1999), and network building (Morrison, 2002). As a result, the concept of proactive behavior covers a vast number of quite diverse behaviors ranging from whistleblowing (e.g., Near & Miceli, 1985) to enhancing one’s career prospects by proactively seeking training (e.g., Seibert, Kraimer, & Crant, 2001) to proactively helping a colleague in need (e.g., Belschak & Den Hartog, 2010). The eld is therefore currently in need of theoretical perspectives that help structure and integrate these dierent behaviors
Letter to F.D. Moon from A. Mitchell Salone regarding information about and photos of the Colored School in Wewoka
No full textLetter to F.D. Moon regarding a book being written on African American schools. The author asks for photos of the school and shows appreciation for how he runs the school
Exploring positive, negative and context-dependent aspects of proactive behaviours at work
No full textThis article is an introduction to the Special Section entitled ‘Exploring positive, negative and context-dependent aspects of proactive behaviours at work’ which features in this issue of Journal of Occupational and Organizational Psychology
Leading Machiavellians: how to translate Machiavellians’ selfishness into pro-organizational behavior
No full textMachiavellians are said to be manipulative people who reduce the social capital of the organization. Yet some authors note that Machiavellians are also highly adaptive individuals who are able to contribute, cooperate, and use pro-social strategies when it is advantageous to them. Here we study whether transformational leader behavior can stimulate Machiavellian followers to engage in organizationally desirable behaviors such as challenging organizational citizenship behavior. We hypothesized and found in two multi-source field studies that transformational leadership moderates the relationship between Machiavellianism and challenging organizational citizenship behavior. In Study 2, we hypothesized a moderated mediation model and found that enhanced job autonomy and accompanying intrinsic motivation relating to transformational leadership explain (part of) the relationship between transformational leader behavior and challenging citizenship behavior of Machiavellian followers
Is outcome responsibility at work emotionally exhausting? Investigating employee proactivity as a moderator
No full textThis study investigates the relationship between outcome responsibility and employees’ well-being in terms of emotional exhaustion. Outcome responsibility is a job demand implying that employees’ decisions at work have high material and/or nonmaterial consequences. Previous research indicates that outcome responsibility can have both positive and negative effects on employee well-being. Based on the person-job fit approach we hypothesize that whether or not outcome responsibility is positively or negatively related to emotional exhaustion depends on whether employees’ behavioral style fits with this job demand. We investigate the role of proactive behavior as a personal resource that fits with high responsibility. We test our hypothesis in a multisource study among 138 employee-colleague dyads. Results of hierarchical moderated regression analysis reveal that peer-rated proactive behavior moderates the relationship between outcome responsibility and emotional exhaustion, such that the relationship is negative for employees showing high and nonsignificant for employees showing low proactivity. This finding holds also when controlling for trait positive and negative affect. The current study contributes to previous research on job design, proactivity, and occupational well-being and offers practical implications in terms of selection and training of employees for jobs high in outcome responsibility
When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy.
No full textTwo multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2. (PsycINFO Database Record (c) 2012 APA, all rights reserved)<br/
Consequences of positive and negative feedback: the impact on emotions and extra-role behaviors
No full textThese studies examine employees' emotional reactions to performance feedback from their supervisors as well as subsequent effects on attitudes and (intentions to show) affect-driven work behaviors (counterproductive behavior, turnover, citizenship, and affective commitment). A pre-study (N= 72) illustrates that employees regularly receive performance feedback from supervisors and that this feedback elicits different positive and negative emotions. Next, a scenario experiment (Study 1) comparing the effects of positive/negative feedback given in public/private was conducted, with a student sample (N= 240) and a sample of working adults (N= 107). In both samples, feedback has an impact on emotions and subsequently on work attitudes and behavioral intentions. The results from the scenario experiment were validated in a survey study (Study 2) among employees of a for-profit research firm (N= 86) who reported on recalled emotions and work behaviors after receiving performance feedback during appraisals. Again, different types of feedback relate to different emotions. In turn, these emotions were related to subsequent work behaviors and attitudes. Together, these studies show that feedback affects recipients' emotions and that such emotional reactions mediate the relationship between feedback and counterproductive behavior, turnover intentions, citizenship, and affective commitment
Work engagement and Machiavellianism in the ethical leadership process
Full text linkLeaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high as opposed to low on Machiavellianism
The role of status and leadership style in sales contests: A natural field experiment
Full text linkThis paper addresses the question whether status alone, as compared to a combined financial/status incentive, is strong enough to motivate team members taking part in a retail sales contest to sell more goods to customers. Using a two-phase natural field experiment, we studied the impact of a sales contest on actual sales growth in 102 discount stores. The first experimental phase included a financial/status reward and status-only condition; the second experimental phase included financial/status reward, status-only, and control conditions. Compared to the control condition, the status-only condition had a significant effect on sales volume. Store managers' leadership style, however, was found to have a moderating effect. Greater sales growth resulted in the financial/status reward condition when store managers had a transformational leadership style
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