Abstract
Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.
Highlights
In today’s fast and competitive world, organizations expect their employees to be more proactive to adapt to a complex and uncertain work environment because proactive behaviors are beneficial to both individual-level [1,2,3] and organizational-level outcomes [4,5,6]
Being proactive is suitable for leader member exchange (LMX) and team member exchange (TMX) since higher-quality LMX relationships lead to
Following recent research [14,23,24], the purpose of this study is to provide a different perspective on the relationships between transformational leadership (TL), LMX, TMX, and proactive behavior (PB)
Summary
In today’s fast and competitive world, organizations expect their employees to be more proactive to adapt to a complex and uncertain work environment because proactive behaviors are beneficial to both individual-level (job and career attainment) [1,2,3] and organizational-level outcomes (organizational performance) [4,5,6]. A common topic in research on organizational citizenship behavior is the question of why employees engage in these important proactive behaviors [7]. There are still factors like situational opportunities and constraints at the organizational level that play a vital role in influencing essential employee behaviors, such as organizational citizenship behavior, absenteeism, turnover, and performance [12]. Being proactive is suitable for leader member exchange (LMX) and team member exchange (TMX) since higher-quality LMX relationships lead to
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