Level Of Proactive Personality Research Articles

Environmentally specific transformational leadership and employee green attitude and behavior: An affective events theory perspective

PurposeAlthough environmental psychology research acknowledges the strategic role of leadership in shaping employee green outcomes for environmental sustainability, little is known about the role of environmentally specific transformational leadership (ETFL). Drawing on affective events theory (AET) we examined the mediating role of harmonious environmental passion (HEP), and the moderating role of proactive personality (PP), on the relationship between ETFL and employee environmental commitment (ECC) and organizational citizenship behavior towards the environment (OCBE). Design/methodology/approachTime-lagged and multisource survey data were collected from 251 subordinate-supervisor dyads working in manufacturing companies. FindingsThe results indicate that HEP mediates the positive relationship between ETFL and ECC and OCBE. However, the combined effect of ETFL and PP on HEP was not significant. But the indirect effect of ETFL was conditional on levels of PP. Originality/valueOur study provides theoretical and practical insights by investigating the underlying mechanism of HEP in the relationship between ETFL and employee green outcomes. Importantly, our findings illuminate role of proactivity among employees’ personality in these relationships.

The moderating roles of trust and felt trust on the relationship between proactive personality and voice behaviour

PurposeThe purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.Design/methodology/approachSelf-report data were collected from 242 employees in China using an online survey.FindingsTrust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.Practical implicationsTrust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.Originality/valueThe present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.

The effect of decent work on voice behavior: The mediating role of thriving at work and the moderating role of proactive personality

Although it has become common sense that decent work is beneficial, few studies have discussed how it works. To fill the gap, this study explored how the principle of decent work impacts voice behavior. Based on the broaden-and-build theory, thriving at work was adopted as mediator for the relationship between decent work and voice behavior. Proactive personality was adopted as moderator, and assessed whether the indirect relationship between decent work and voice behavior through thriving at work was weaker when the level of proactive personality was higher. Data were collected from 361 part-time MBA students in Southwest China. The study found a positive relationship between decent work and voice behavior. The study also partially supported the finding that thriving at work played a mediating role and proactive personality played a moderating role. In summary, this research further explained the benefits of decent work and supported the concept that a proactive personality can moderate the effect of decent work.

Combine Your "Will" and "Able": Career Adaptability's Influence on Performance.

Adaptivity and adaptability are two key elements representing one’s “willingness” and “ability,” respectively, in the career construction theory (CCT) framework. On the basis of CCT and complemented by the visual of resources in the conservation of resources theory, this study combines career issues and performance and examines the joint effect of adaptivity and adaptability on career self-management which will lead to improved performance. Using a sample of Chinese employees (N = 232), the study first examines the mediating role that career self-management plays between career adaptability and performance and then tests the moderating role of proactive personality. Results show career adaptability positively predicts performance, with this relationship partially mediated by career self-management. The positive effect of career adaptability on career self-management is stronger among those who are more proactive than less proactive. Further, the indirect effect of career adaptability on performance is stronger among proactive employees than those with lower levels of proactive personality. These findings provide implications for both theories and practices.

Turning the tables

Purpose – Drawing on proactive coping theory, the authors aimed to test the mitigating effects of proactive personality on the relationships between work-to-family conflict and both work-related outcomes (i.e. career satisfaction and social network) and nonwork-related outcomes (i.e. life satisfaction and personal growth). Design/methodology/approach – To increase the heterogeneity of sample, undergraduate students in a private university were randomly invited and then requested to invite any one of their parents, who had a full time job currently, to participate in the study. Sample size was 204, with a response rate of 75.56 percent. Findings – As predicted, results showed that, for those who had a high level of proactive personality, the influences of work-to-family conflict on both work- and nonwork-related outcomes were all significantly mitigated, as compared with those who had a low level of proactive personality. Originality/value – In this paper, the authors initiated a new insight into work-family interface research by advocating that individuals may “transfer” or reallocate their resources across the work and family domains. They labeled this phenomenon as work-family reallocation, which was supposedly to be differentiated from the prevailing concepts of either work-family conflict or work-family facilitation.

The Role of Proactive Personality, Goal Orientation & Self-Efficacy in Goal Setting & Performance

Better understanding the relationship between self-efficacy and self-set goal level has the potential to further enhance motivation theory and individual and organizational performance. Because of their desires to have an impact and effect change, if highly proactive people do not believe they will be successful (have low task efficacy), they may choose to put their efforts elsewhere and set lower goals for a task on which they are less efficacious. We propose a model in which proactive personality moderates the effect of self-efficacy on self-set goal level, which in turn positively influences task performance. We also investigate the effects of learning and performance goal orientations and core self-evaluations on self-efficacy. Results generally support the model, including the proposed interaction between proactive personality and self-efficacy. Individuals higher in self-efficacy tended to set higher performance goals regardless of their level of proactive personality. When performers were lower in ...

Proactive Personality and Employee Creativity in Work Teams: Examining a Multilevel Model (WITHDRAWN)

Using the theoretical frameworks offered by work design, proactive personality and creativity, this study investigated the mechanism by which team mean level of proactive personality influences emp...

Proactively performing teams: The role of work design, transformational leadership, and team composition

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.

Interactive effects of situational judgment effectiveness and proactive personality on work perceptions and work outcomes.

This study was based on a sample of 139 employees. The results support the hypothesis that proactive personality (PAP) predicts work perceptions (procedural justice perception, perceived supervisor support, and social integration) and work outcomes (job satisfaction, affective organizational commitment, and job performance) positively among individuals with high situational judgment effectiveness (SJE) but negatively among those with low SJE. The findings on the disordinal SJE = PAP interaction effects show that high levels of PAP may be either adaptive or maladaptive, depending on the individual's level of SJE, and these findings caution against direct interpretations of bivariate associations between PAP and work-relevant criteria. Limitations and implications of the study as well as future research directions on the study of PAP and situational judgment are discussed.