Employee Proactive Behavior Research Articles

Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment.

Background This study delves into the intricate interplay among paradoxical leadership (PL), employees’ proactive work behaviour (PAB), and perceived psychological contract fulfilment (PPCF). PL, characterized by its simultaneous emphasis on apparently contradictory behaviours, has garnered attention due to its potential to foster innovation, adaptability, and creativity. The study’s main objective is to thoroughly explore the complexities of PL, its influence on PAB, and whether the PPCF serves as a mediator. Methods A survey was distributed to 338 hotel and travel agency employees to gather data. The data was analysed using structural equation modelling through a SmartPLS program. Results The results reveal a positive correlation between PL and PAB. Additionally, PPCF partially mediates this relationship, indicating its vital role in exploring the positive impact of PL on boosting proactive behaviours. Conclusions This research brings forth meaningful contributions to both theoretical and practical dimensions. Theoretically, it enhances our comprehension of how PL manifests in the distinctive landscape of the hospitality and tourism domain, substantiating its potential to drive proactive behaviours among employees. The mediation of PPCF enriches our grasp of the underlying mechanisms, accentuating the significance of maintaining harmonized and consistent leadership practices. From a practical vantage point, these findings offer valuable insights for hospitality and tourism establishments aspiring to optimize their leadership strategies for cultivating proactive work behaviour among their workforces.

How to trigger employee proactive behavior? Introducing the ritual perspective

How to trigger employee proactive behavior? Introducing the ritual perspective

The Motivational Mechanisms of Employee Proactive Work Behavior: Evidences from Meta-Analysis

The Motivational Mechanisms of Employee Proactive Work Behavior: Evidences from Meta-Analysis

Effect of Transparency of Algorithmic Performance Management on Proactive Work Behavior

Algorithm transparency, as an important factor in explaining the algorithm black box, is attracting increasing attention from scholars on the impact of algorithm system transparency on employee behavior. This study aims to investigate the effect of algorithmic performance management transparency on employees' proactive work behavior and constructs a moderated mediation model. The model was tested with a sample of 321 employees from five high-tech companies in China. The results suggest that transparency of algorithmic performance management promotes employee proactive work behavior via employees' motivation to improve performance, while the interaction between transparency of algorithmic performance management and psychological ownership weakens this influence mechanism. Therefore, this study reveals the positive effects of transparency in algorithmic performance management as well as its boundary conditions, providing theoretical and practical insights into the application of algorithms in organizations.

Dukungan Pimpinan dan Dampaknya Terhadap Perilaku Kerja Proaktif yang Dimediasi oleh Budaya Kerja (Studi pada PT. PLN (Persero) Unit Layanan Pelanggan (ULP) Muara Sabak)

This research aims to describe leadership support, work culture and proactive work behavior at PT. PLN (Persero) Muara Sabak Customer Service Unit (ULP), as well as testing the influence of leadership support on proactive work behavior, both directly and indirectly, work culture. The population in this study were employees at PT. PLN (Persero) ULP Muara Sabak, totaling 60 employees. Meanwhile, to determine the sample in this research, the census technique was used. The research uses a quantitative approach with survey methods and uses Partial Least Square (PLS) data analysis. The research results show that the support from the leadership of PT. PLN (Persero) ULP Muara Sabak directly or indirectly through work culture has a significant influence on employee proactive work behavior. These results indicate that strong leadership support creates a work culture so that employees can adapt and behave proactively in facing challenges.

How Organizational Electronic Performance Monitoring Affects Employee Proactive Behaviors: The Psychological Reactance Perspective

Nowadays, numerous enterprises are actively adopting electronic performance monitoring (EPM) systems with the goal of enhancing organizational performance by stimulating employee proactive behavior. However, some companies have reported that the EPM system didn't achieve the expected results and even led to the opposite. To address this paradoxical phenomenon, we employed psychological reactance theory to investigate the impacts of employee differentiate perceptions of EPM (developmental EPM [DEPM] and preventive EPM [PEPM]) on individual psychological and behavior reactance. By conducting a three-wave survey questionnaire among 446 corporate employees, we find that DEPM facilitates proactive behavior, while PEPM inhibits such behaviors; Second, psychological reactance mediates the relationships among DEPM, PEPM, and proactive behavior; Third, individual trait mindfulness positively (negatively) moderates the impact of DEPM (PEPM) on psychological reactance. This research elucidates the effects of EPM on proactive behavior, providing valuable information to support attempts to refine digitally driven monitoring models within organizations.

Impact of Paradoxical leadership and employee proactive work behavior on organizational performance: Mediating role of Organizational learning in Telecom sector of Pakistan

This study examines the influence of impact of paradoxical leadership & proactive work behavior impact on organizational performance with mediating role of organizational learning in telecom area of Pakistan. Primary data has been collected through structured questionnaire from employees of telecom sector in Pakistan. 190 employees of telecom sector participated to the study. Purposive sampling, which is a form of non-probability sampling approach, was used to collect data. SPSS 17 has been used for statistical calculations. The study concluded that in Pakistan telecom business paradoxical leadership & proactive work behavior have a strong positive influence on organizational performance. The association between paradoxical leadership, proactive work behavior, and performance focused on transformation in Pakistan's telecom sector is also said to be mediated by organizational learning.

Sleepless nights at work: examining the mediating role of insomnia in customer mistreatment

PurposeGrounded in the conservation of resources theory, this study proposes the mechanisms and conditions under which customer mistreatment affects employee proactive behavior. This study focuses on insomnia as a mediating mechanism and resilience as a boundary condition for the indirect effect of customer mistreatment on employee proactive behavior via insomnia.Design/methodology/approachWe conducted a single survey in two phases, with a time lag of three weeks, among 302 frontline South Korean employees. The data collected from these two points were then analyzed using hierarchical regression analysis and the PROCESS macro.FindingsThe findings demonstrated that there was a significant negative relationship between customer mistreatment and employee proactive behavior, and this relationship was mediated by insomnia. Furthermore, the results revealed that resilience moderates both the effect of customer mistreatment on insomnia and the indirect effect of customer mistreatment on employee proactive behavior through insomnia.Research limitations/implicationsThis research primarily focuses on Korean frontline workers, potentially limiting cultural generalizability. The reliance on self-reported data may introduce common method bias. Future studies should diversify participant demographics and utilize multi-source feedback to validate findings. Grounded in the Conservation of Resource Theory, this study underscores the neglected linkage between customer mistreatment and proactive behavior, especially in frontline employees. We introduce insomnia as a pivotal mediator, deepening our understanding of why mistreatment dampens proactivity. Additionally, we spotlight the role of resilience, revealing its buffering effect against mistreatment’s adverse outcomes.Practical implicationsOrganizations should be aware of the detrimental effects of customer mistreatment on frontline employees, as it can hamper proactive behavior, primarily through the exacerbation of insomnia. Implementing resilience-training programs can be a proactive step, offering frontline staff tools to buffer against such negative outcomes. Managers are encouraged to recognize and address instances of customer mistreatment and prioritize employee well-being, which in turn can foster a more proactive and resilient workforce, enhancing organizational performance and customer satisfaction.Social implicationsThis study underscores the broader societal challenge of customer mistreatment in the service sector, highlighting its ripple effects on employee well-being and proactive behavior. It sheds light on the importance of fostering respectful interactions in public and private spaces, emphasizing mutual respect between customers and service providers. Recognizing the adverse impacts of mistreatment can prompt societal discourse on workplace ethics and encourage organizations to advocate for their employees' rights. Ultimately, nurturing a culture that condemns customer mistreatment can lead to healthier work environments, benefitting both employees and society at large.Originality/valueThis study presents a novel approach by investigating the impact of customer mistreatment on employee proactive behavior, considering insomnia as a mediator, a perspective that has received limited attention in existing literature. Additionally, it introduces the concept of resilience as a moderator, offering fresh insights into how individual resilience levels can affect the relationship between customer mistreatment and proactive behavior. The research goes beyond traditional analyses of workplace dynamics to explore the broader implications of these interactions on personal well-being and sleep patterns. Through the application of a moderated-mediation framework, this study enhances understanding of complex organizational behavior dynamics, particularly in the service sector, and provides valuable implications for both theoretical understanding and practical application.

EXPLORING LEADERSHIP STYLES THAT INFLUENCE PROACTIVE WORK BEHAVIOR

Employees proactive work behavior is essential in today's dynamic work environment. Leadership strongly influences the proactive work behavior of employees. The purpose of this systematic literature review is to investigate leadership styles that may influence employees' proactive work behavior. The methodology employed stringent inclusion and exclusion criteria to explore relevant journal articles within the Google Scholar database. The review showed that leadership styles such as servant leadership, inclusive leadership, empowering leadership, spiritual leadership, authentic leadership, entrepreneurial leadership, humble leadership, shared leadership, transformational leadership, paradoxical leadership, visionary leadership, authentic leadership, distributed leadership, and ethical leadership strongly influence proactive work behavior. These leadership styles motivate employees to take initiative, seek opportunities, and engage in other proactive work behaviors. Theory explains the influence of leadership on proactive work behavior. These results also have real consequences for organizations in terms of building leadership training programs that enable employees to be more proactive. We recommend conducting additional research on the moderating and mediating effects on the relationship between leadership and proactive work behavior.

From high-performance work systems to retention: the engagement, proactivity, and performance bridge

This quantitative study explores the effects of high-performance work systems on employee retention through individual factors such as job engagement, employee proactive behavior, and employee performance. The study utilizes a sample of 279 employees employed in the healthcare sector in Saudi Arabia. For hypotheses testing, structural equational modeling was used through SmartPLS4. The findings highlight the influence of HPWS on increased employee proactive behavior, employee performance, and job engagement, resulting in increased employee retention. Additionally, a serial indirect effect of employee proactive behavior, job engagement, and employee performance was found to positively influence the relationship between high-performance work systems and employee retention. High-performance work systems can promote job engagement in Saudi organizations by offering challenging work, autonomy, skill development, and performance feedback. Engaged workers stay longer. Job engagement promotes a positive work environment and community, which increases employee retention. Employee proactive behavior also makes employees feel valued and invested in their work, which can increase retention. The study enhances current knowledge on the role of high-performance work systems in the Saudi healthcare sector considering Vision 2030 by examining the potential mediators between high-performance work systems and employee retention.

Leader humor, workplace gossip, and employee authentic self-expression: implications for employee proactive behaviors

Leader humor, workplace gossip, and employee authentic self-expression: implications for employee proactive behaviors

Analysis of the Relationship Between the Proactive Behavior of the Employees and the Strategic Consequences: An Analytical Study


 
 
 
 Purpose: The paper presents a theoretical and applied framework that examines the relationship between employee proactive behavior and its impact on strategic consequences .
 
 Theoretical framework: The end of the twenty-first century witnessed unprecedented, prominent changes in the organization's strategy and management due to frequent changes in the demands imposed on organizations and uncertainty in the work environment. Organizations, markets, work processes, products, and a reconsideration of the traditional view of work performance Given that it is impossible to define in advance all the behaviors necessary to achieve organizational goals There are long-standing and growing concerns about the demanding nature of work in environments There is a need to promote proactive employee behavior to create supportive work environments and to avoid Negative consequences and in order to increase job satisfaction.
 
 Design/methodology/approach: The analytical method was used by distributing (125) questionnaires to the employees of the Presidency of the University of Kufa, and the number of valid questionnaires for statistical analysis was (117), with a response rate of 93.6% of the retrieved questionnaires, and the number of invalid questionnaires was (8) with a rate of 6.4%. The researcher research hypotheses were analyzed using the ready-made software package (Smart PLS) and SPSS v25) and Excel 2016).
 
 Findings: The research reached a conclusion that the employee's proactive behavior variable has an impact on the strategic consequences according to the practical results of this study, and this means that increased interest in the employee's proactive behavior will reflect positively on the strategic consequences.
 
 Research, Practical & Social implications: The study reached a set of conclusions, the most important of which is that the proactive behavior has a direct impact on the strategic consequences of the presidency of the University of Kufa. On this basis, the university should pay more attention to this important aspect, whose results are reflected on the individual and the organization..
 
 
 
 
 
 Originality/value: The main importance of the current research stems from the scarcity of studies that attempted to clarify the relationship between the variables under study, and by relying on the intentional sampling method.

The direction of work flow matters: influence mechanism of task interdependence on employee proactive work behavior.

Given the increasing uncertainty in today's environment, how enterprises implement changes to stimulate employee proactive work behavior has become an important practical topic in the human resources field. This study considers work flow direction and refers to the work characteristic and job demand-resource models to explore the influence of task interdependence (initiated and received) on employee proactive work behavior. We interviewed human resource staff and surveyed employees of an internet company headquartered in Jiangsu, China. The empirical results show that initiated task interdependence has a positive impact on employee proactive work behavior, and task significance plays a mediating role between them. Self-esteem does not affect the positive relationship between initiated task interdependence and task significance, nor does it influence the aforementioned mediating effect of task significance. Moreover, received task interdependence has no significant effect on proactive work behavior, and task significance has no significant mediating effect between them. Self-esteem moderates the relationship between received task interdependence and task significance. Specifically, when self-esteem is low, received task interdependence positively predicts task significance, and when self-esteem is high, the received task interdependence-task significance relationship is not significant. Furthermore, self-esteem moderates the mediating effect of task significance between received task interdependence and proactive work behavior. Specifically, when self-esteem is low, task significance plays a mediating role but not when self-esteem is high. Theoretical contributions and managerial implications are discussed.

Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective

AbstractGiven its importance to organizational development, interest in exploring the antecedents of employee proactive behavior has grown exponentially. Moving beyond the traditional managerial mindset, we highlight the role of Chinese enterprise union practices in fueling proactive behavior. Drawing on the conservation of resources theory, we argue that Chinese enterprise union practices can exert a downward influence on proactive behavior, and critically, this cross‐level effect can be accounted for through perceived insider status and affective commitment. Multilevel structural equation modeling based on a sample of 433 employees from 43 enterprises supported the hypotheses. This study responds to previous calls for action to commence a multidisciplinary perspective to explore predictors of proactive behavior, and contributes to a deeper understanding of the distinctive characteristics and unique effects of trade unions in China. It also presents implications for broader union research and workplace partnership initiatives aimed at promoting better labor relationships.

Transformational leadership vs. proactive personality: Contributing factors to physiotherapists proactive behaviors and burnout during the SARS-COV-2 pandemic.

In May 2019, the World Health Organization (WHO) added burn out to the list of occupational phenomena in the 11th Revision of the International Classification of Diseases (ICD-11). Soon thereafter, in March 2020, a global pandemic of SARS-COV-2 was declared. To investigate the interplay between transformational leadership, a proactive personality, employee proactive behaviors, and burn out in the field of physiotherapy during the SARS-COV-2 pandemic. Physiotherapists working at the Meuhedet Health Maintenance Organization (HMO) were asked to fill an online cross-sectional survey, in which they were asked to evaluate the transformational behavior of their manager and to assess their own burn out rate, degree of self-efficacy, proactive personality, and proactive behaviors. Eighty-one physical therapists (average age of 37.3years (SD=9.0)) responded to the survey, most of whom were female (67.9%, n=55). Transformational leadership and proactive personality were negatively associated with occupational burn out (β=-0.231, p<0.05, β=-0.243, p<0.05, respectively) among physiotherapists. The effect of the interaction between transformational leadership and proactive personality on proactive behaviors at work was not significant. However, a strong, significant positive relationship was found between proactive personality and proactive behaviors (β=0.425, p<0.001), and between self-efficacy and proactive behaviors (β=0.479, p<0.001). This up-to-date survey of transformational leadership and proactive personality among physiotherapists highlights these traits' important impact on burn out and proactive behaviors during the SARS-COV-2 pandemic. Furthermore, the transformational manager plays an important role in reducing burnout levels among physiotherapists, especially during a crisis such as the SARS-COV-2 pandemic.

The Nexus Between High-Involvement Work Practices and Employees' Proactive Behavior in Public Service Organizations: A Time-Lagged Moderated-Mediation Model.

Public service organizations may improve the quality of services they offer citizens by instilling proactive behavior in their employees. This study aimed to provide insights on how high-involvement work practices may indirectly facilitate proactive behavior in frontline government employees via employee commitment. A time-lagged approach was used to collect data from 542 frontline employees in three waves at 3-week intervals. We tested the hypothesized moderated mediation model using a PROCESS macro bootstrap approach. A moderated-meditation model was applied in which public service motivation was theorized to increase the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. As predicted, the findings show that supervisor' deviant behavior attenuated the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. The findings of this research contribute to the emerging literature on public management and have implications for public sector organizations seeking to improve the quality of services they offer citizens.

Employee proactive behaviors and LMX from a reverse lens perspective: the mediator role of leader perceived constructiveness

Abstract Drawing on social resources theory and social exchange theory, we propose that two forms of employee proactive behaviors, namely voice and taking charge, influence a leader's perception of their employees and hence affect the interpersonal relationships within the dyad. We introduce an expanded construct, termed as the leader perceived constructiveness, as a mediating mechanism that links the effects. We further propose two conditional factors that also govern the effects. Pairwise data collected from Taiwanese employees and supervisors in two separate studies provide support for the theorized hypotheses and confirm that the indirect relationship between employees' proactive behaviors and leader–member exchange (LMX) is augmented by their past performance. Our study advances the literature by adopting a more follower-centered framework. Moreover, by demonstrating how and when employee-initiated behaviors affect upwardly and improve the dyad outcome, we also contribute to the LMX literature and provide useful insights for managerial practice.

Innovative Work Behavior: An association of Leadership Styles, Job Autonomy, and Employee Proactive Behavior

The goal of this study is to examine the function of job autonomy, proactive employee behaviour, and prestige &amp; dominance leadership styles as an interpreter of innovative work behaviour. The sample of this research was taken from 269 employees of public power generation plants and independent power producers of Pakistan using a purposive sampling technique. Using Smart-PLS 3.0 as a statistical tool, data was processed, and hypotheses were verified using structural equation modelling (SEM). The results of this study show that all hypotheses are supported, and that employee proactive behavior, job autonomy, and leadership styles that emphasise prestige and dominance all have a positive and significant impact on innovative work behaviour. Findings provided practical understandings for employees in electricity power generation companies of Pakistan to consider prestige leadership style, dominance leadership style, job autonomy, and proactive employee behavior for increasing employee innovative work behavior. This could contribute to improve the innovation index of the country.

Innovation in manufacturing SMEs during the COVID-19 pandemic: How does environmental dynamism reinforce employee proactive behavior?

In a turbulent environment such as during the COVID-19 pandemic crisis, employee proactive behavior is imperative for innovation initiatives in small- and medium-sized enterprises (SMEs). We ask whether and how turbulent environments motivate employees to proactively engage in innovative behavior. This study argues that employees' perceptions of environmental dynamism reinforce employee proactive innovation behavior. Using a sample comprising 262 innovative employees from 40 manufacturing SMEs in Taiwan, this study tests a moderated-mediation model in which environmental dynamism is expected to increase the indirect effect of creative self-efficacy on employee innovative behavior through knowledge acquisition. The results confirm the mediating role of knowledge acquisition and the positive moderating effect of environmental dynamism. This study sheds light on the issue of employee proactive behavior in response to changing environments.

The Effect of Leadership Aggressive Humor on Employee Proactive Behavior

The Effect of Leadership Aggressive Humor on Employee Proactive Behavior