Role Breadth Self-efficacy Research Articles

Study protocol for 'PROMIsE': Implementation of a curriculum to stimulate PROactive behavior in MIdwifery Education.

INTRODUCTIONProactive behavior shows promise in the challenges of midwifery students in adapting quickly and effectively to different clinical settings. The antecedents of rolebreadth self-efficacy, control appraisal and trust in peers have demonstrated a potential for significant benefit to proactive behavior in midwifery education. A new midwifery educational program, ‘PROMIsE’, was developed to influence these antecedents and so enhance proactive behavior.METHODSA pre-test/post-test cohort study of midwifery students’ antecedents in proactive behavior will be conducted from September 2018 until June 2022. All new starting midwifery students (n = estimated at 150) at one Belgian University College will be included. Data will be collected using a validated questionnaire at four time points: the entry point in the new midwifery curriculum, after one year, two years and at the end of the curriculum. A proportional odds logistic regression analysis will be used to clarify the association between these antecedents and the probability to observe proactive behavior within this group at different time points.RESULTSA historical comparison will be made with this cohort study and two previous cross-sectional studies. With ‘PROMIsE’ it is assumed that this cohort, which underwent the intervention of ‘PROMIsE’, will score significantly higher than the cross-sectional study groups.CONCLUSIONS‘PROMIsE’ aims to support the individual guidance of midwifery students towards proactive behavior in midwifery in order to cope with the numerous challenges in reproductive healthcare.

The Influence of Organization Based Self-Esteem, Role Breadth Self-Efficacy and Voluntary Learning Behavior on Career Success through Mediation of Perceived Employability: A Case of Pakistani Banking

The researcher showcases the influence of organization-based self-esteem, role breadth self-efficacy and voluntary learning behavior in comparison to career success. The objective of the study was to explore the relationship between selfconcepts and career success. The data was collected through questionnaire from the personnel employed in banks. The employees have a great influence on both antecedents of career success through perceived employability. In order to increase the performance, specific abilities and skills of employees this study will be helpful. Results showed significance of 2 self-concept organizationbased self-esteem and voluntary learning behavior with career success and one insignificant result with role breadth self-efficacy.

Linking idea generation to idea implementation: Impact of role breadth self-efficacy

Theoretically there is still a void that how implementation of an idea proceed in an innovation process. Current work aims at resolving this issue by investigating the complex linkage between idea generation and idea implementation. Proposing a curvilinear relationship between the two stages, the study explores that the linkage is contingent upon individual role breadth self-efficacy (RBSE). Using survey and field data, we found support for our assertion that there is an inverse U-shaped relationship between idea generation and implementation both in terms of frequency and radicalness of ideas. In addition, the study found RBSE moderating the curvilinear relationship.

Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy

Drawing on the dualistic model of passion, the present study examines why and when empowering leadership has different effects on employee work performance including both task performance and creative performance. Field survey data from 69 teams and 266 employees revealed that empowering leadership had a positive indirect relationship with employee work performance via harmonious passion for work and a negative indirect relationship with employee work performance via obsessive passion for work. Moreover, individual role breadth self-efficacy was found to moderate the relationships of empowering leadership with employees’ two types of passion for work, thereby affecting the relationship between empowering leadership and employee work performance. Moderation analyses revealed that empowering leadership was more likely to increase employee work performance when employees have high rather than low levels of role breadth self-efficacy. Theoretical and practical implications of the findings were discussed.

잡 크래프팅 - 선행요인과 역할확장 자기효능감의 매개효과 -

잡 크래프팅 - 선행요인과 역할확장 자기효능감의 매개효과 -

Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative.

Building upon and extending Parker, Bindl, and Strauss's (2010) theory of proactive motivation, we develop an integrated, multilevel model to examine how contextual factors shape employees' proactive motivational states and, through these proactive motivational states, influence their personal initiative behavior. Using data from a sample of hotels collected from 3 sources and over 2 time periods, we show that establishment-level initiative-enhancing human resource management (HRM) systems were positively related to departmental initiative climate, which was positively related to employee personal initiative through employee role-breadth self-efficacy. Further, department-level empowering leadership was positively related to initiative climate only when initiative-enhancing HRM systems were low. These findings offer interesting implications for research on personal initiative and for the management of employee proactivity in organizations. (PsycINFO Database Record

Emotional and social competencies and perceptions of the interpersonal environment of an organization as related to the engagement of IT professionals.

There is a dearth of research focused on the engagement of information technology (IT) professionals. This study analyzed the relationship between emotional and social competencies and the quality of the IT professional’s perceptions of the interpersonal environment in an organization as they relate to employee engagement. Validated instruments were used and data was collected from 795 IT professionals in North America to quantitatively analyze the relationship between emotional and social competencies, role breadth self-efficacy (RBSE), with the quality of the IT professional’s perceptions of the interpersonal environment, and those perceptions with employee engagement. The study results indicate that specific emotional and social competencies and RBSE relate differently to the quality of the perceptions of the interpersonal environment. The study also reveals how the quality of the IT professional’s perceptions of the interpersonal environment relates to how much they engage in the organization. The findings indicate that the relationship between achievement orientation and the perceived interpersonal environment was positive and the relationship between influencing others and the perceived interpersonal environment was negative. Understanding such relationships offers much needed insight to practitioners and can benefit organizations that wish to increase the engagement of their IT professionals. The findings also can support practitioners to more effectively select and develop talent with the desired motives and traits. By doing so, organizations can experience increased employee satisfaction, engagement, and retention, resulting in higher productivity, quality, and profitability.

You think you are big fish in a small pond? Perceived overqualification, goal orientations, and proactivity at work

Summary Overqualification denotes situations in which job incumbents have higher qualifications than those required for the job. Drawing on the self-regulatory perspective, we proposed that employees' perception of overqualification positively affects their proactive behavior through the mechanism of role-breadth self-efficacy and that this indirect effect is moderated by employees' goal orientations. We tested our hypotheses through two studies. In Study 1, we found that perceived overqualification had a positive indirect effect on employees' proactive behavior through role-breadth self-efficacy using a sample of 323 salespeople with a cross-lagged panel design. In Study 2, the multi-wave and multi-source data from 302 teachers confirmed the indirect effect and indicated that performance goal orientation and learning goal orientation moderated the indirect relationship. Copyright © 2015 John Wiley & Sons, Ltd.

The relationship between proactive goal generation and innovative behaviour at work

Purpose– The purpose of this paper is to propose and verify a motivational aspect of goal-based innovation that accounts for the effect of goal-directed self-regulation processes on innovative behavior. Its purpose is to extend present knowledge of the motivational antecedents to innovation at work. Additionally, the study assesses the extent to which the positive effect of the proactive generation of goals may increase as a result of role breadth self-efficacy (RBSE) (defined as individuals’ perceived capacities to exercise proactive, interpersonal, and integrative activities above and beyond the formal requirements of their job descriptions (Parker, 1998; Parkeret al., 2006).Design/methodology/approach– A survey was conducted with a sample of 395 male and female administrative employees in two institutions in central Italy (city hall).Findings– The results confirmed the two hypotheses: proactive goal generation was a strong predictor of individual work innovative behavior and the RBSE as a psychological state, is directly related to proactive and innovative behavior and it is also moderator in the relationship between proactive goal generation and innovative behavior.Research limitations/implications– The data were collected using one-time, self-report measures and with the cross-sectional research design.Practical implications– The results of this study imply that pro-innovation organizational strategies and practices should stimulate among workers an anticipatory, self-directed approach toward professional action in the workplace. It is management’s task to encourage a proactive environment of change-oriented goals and the corresponding strategies with which they may be realized. Creating such an environment would provide a motivational stimulus that could effectively guide workers’ proactive and innovative conduct.Social implications– The results of this study contribute to change human resources management practices in public administrations where administrative employees have been assigned goals that they were required to meet by performing well-defined tasks. Recently, public administrations have been encouraged to innovate and answer with efficiency to new public policies and customers’ demands. Thus, human resources management needs to find new solutions to address these changing demands and employees’ changing attitudes and behaviors.Originality/value– Furthermore, the results of this study contribute to broadening understanding of the psychological factors that can boost the positive effect of self-regulatory efforts on creativity and individual innovation.

Employee self-concepts, voluntary learning behavior, and perceived employability

Purpose– The purpose of this paper is to investigate the antecedents of employees’ perceived employability based on both self-concept and human capital theory. The study tested the relationship between employees’ self-concepts and perceived employability by using organization-based self-esteem (OBSE) and role-breadth self-efficacy. This study also examined the interactive relationship between self-concepts and voluntary leaning behavior, which can be viewed as a means of enhancing human capital.Design/methodology/approach– Data were collected from 301 employees of an organization in Korea.Findings– The results demonstrated that OBSE and its interaction with voluntary learning behavior were positively correlated with perceived employability.Research limitations/implications– The data were cross-sectional. Causal inferences should be made with caution.Originality/value– Unlike previous literature that has relied primarily on human capital theory, this study draws on self-concept theory to show that employee self-concept can be an antecedent of perceived employability. Furthermore, this study argues that employees’ perceived employability may be more fully understood through the lenses of both self-concept and human capital theories.

Role Breadth Self-Efficacy and Foci of Proactive Behavior: Moderating Role of Collective, Relational, and Individual Self-Concept

ABSTRACT.This study aims to identify the interactive effect of role breadth self-efficacy (RBSE) and the three levels of self-concept (collective, relational, and individual) in predicting of different foci of proactive behaviors. Results from 259 matched responses from an airline company in Taiwan showed that RBSE had a positive effect on (1) pro-organizational proactive behavior among those with higher collective self-concept, (2) pro-supervisor proactive behavior among those with higher relational self-concept, and (3) pro-self proactive behavior among those with higher individual self-concept. Our findings provide insights into the moderating role of different levels of self-concept on RBSE-proactive behavior process in terms of specific targets or beneficiaries. Further implications for organizational research and practice are discussed.

Resistance to Change: The Moderating Effects of Leader-Member Exchange and Role Breadth Self-Efficacy

The prevalence of resistance during change initiatives is well recognized in the change management literature. The implementation of the lean production system is no exception. It often requires substantial changes to processes and the way people work. As such, understanding how to manage this resistance is important. One view argues that the extent of resistance during change depends on the characteristics of the change process. This view posits that resistance can be reduced if organizations manage information flow, create room for participation and develop trust in management. In addition, this paper also proposes that is Leader-Member Exchange (LMX) and Role Breadth Self-Efficacy (RBSE) moderate the effect on the employees' resistance to change.  Index Terms—change management, Lean Production System (LPS), resistance to change, Change Process Characteristics (CPC), NEED For STRUCTURE (NFS), Leader-Member Exchange (LMX) and Role Breadth Self- Efficacy (RBSE)

The Joint Effects of Perspective Taking and Proactive Personality on Customer Service Performance

The effect of perspective taking on performance is well documented in extant literature, yet a lack of theoretical discussion explicates how employees’ adoption of the customer’s perspective results in satisfactory customer service performance. The current study fills this void. Drawing from both motivated information processing and proactivity perspectives, we establish a theoretical model that delineates the process of how customer-oriented perspective taking contributes to proactive customer service performance. We conducted a three-wave time-lagged study, involving 145 frontline employees and their immediate supervisors in the Chinese hospitality industry, to test the research model. The results of multilevel structural equation modeling show that a high level of role-breadth self-efficacy (RBSE) (Time 2) results when employees take the customer’s perspective (Time 1). This relationship becomes stronger if employees are also high in proactive personality (Time 1). Furthermore, a high level of RBSE (Ti...

Transformational leadership as an antecedent of change-oriented organizational citizenship behavior

This study draws on a general framework of proactive motivation to propose and test a model that evaluates the influence of the individualized consideration dimension of transformational leadership and organizational climate on change-oriented organizational citizenship behavior. In this model, individuals' cognitive emotional states (role breadth self-efficacy and felt responsibility for constructive change) act as mediating variables. For the first time in the literature, this paper develops a model of leadership and organizational climate antecedents of organizational citizenship behavior. Using a sample of 602 Spanish employees with higher education, the structural equation modeling indicates that the proposed model fits reasonably well to the data. Research results show that all hypotheses are significant, thus confirming the results of previous research that finds mediated relations between transformational leadership and other dimensions of organizational citizenship behavior.

Curvilinear Relationships between Empowering Leadership and Subordinate Task Performance

Challenging the traditional assumption of linearity, we explore a curvilinear relationship between empowering leadership behavior and individual task performance through a unique cross level lens. The theoretical reasoning for such investigation is established in the social exchange theory. Further applying a dispositional approach, we argue that the dynamic is more complex when considering individual characteristics. The data support the moderating effects of core self-evaluation (CSE) and role breadth self-efficacy (RBSE) on such curvilinear relationship. Specifically, the finding suggests that for both high CSE and RBSE subordinates, they tend to perform better at moderate to high level of leadership empowering behaviors than at low to moderate levels, and they perform best at a moderate level of empowerment. Interestingly, the data shows that low CSE/ RBSE subordinates exhibit increased performance as the level of leader empowerment is increased. The final managerial implication here is that subordinates should be empowered differentially, and that the degree of empowerment given by empowering leaders does matter for subordinates with certain characteristics.

Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams.

Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states (role-breadth self-efficacy and intrinsic motivation) mediated between proactive personality and individual innovative performance. Furthermore, individual motivational states and team support for innovation climate uniquely promoted individual innovative performance, and, in turn, individual innovative performance linked team support for innovation climate to team innovative performance.

Job Control and Job Stressors as Predictors of Proactive Work Behavior: Is Role Breadth Self-Efficacy the Link?

Previous research showed that job stressors are positively related to proactive work behavior. This study examines if these relations can be generalized to supervisor-rated proactive behavior and if relations of job stressors (time pressure, situational constraints) and job control with proactive behavior can be explained by role breadth self-efficacy as an underlying mechanism. We used supervisor ratings of proactive behavior (personal initiative, taking charge) from 140 employees working in small and medium-sized companies. Multilevel path analyses supported a partial mediation model. Job control and time pressure were positively related to role breadth self-efficacy, and role breadth self-efficacy was positively related to proactive behavior. Job control had also a direct relation with proactive behavior. The relation between situational constraints and proactive behavior was not significant.

Antecedents of employee's preference for knowledge-sharing tools

This study examines individual antecedents of employees' preference for formal or informal knowledge-sharing tools. We propose that the preference for different tools is determined by the combined effects of willingness to share knowledge, trust and role breadth self-efficacy (RBSE). The findings of the empirical study, which was conducted at a medium-sized Chinese company (N = 860), revealed that willingness to seek knowledge was related to the usage of both formal and informal tools. Furthermore, the willingness to give knowledge was significantly related to the usage of formal tools. RBSE had a significantly positive impact on both formal and informal knowledge-sharing tools' usage, while its effects on formal tools' usage were stronger than those on informal tools. Affect-based trust had a significantly positive impact on the usage of informal knowledge sharing, which was also stronger than its impact on formal tools' usage. Cognition-based trust positively moderated the relationship between willingness to seek knowledge and the usage of formal tools, and the relationship between willingness to share knowledge and informal tools' usage.

Promoting Role Breadth Self-Efficacy Through Involvement, Work Redesign and Training

This article examines the influence of organizational practices on role breadth self-efficacy (RBSE); a person’s confidence in performing proactive, interpersonal tasks that go beyond traditional boundaries. A longitudinal study showed that increased task control, membership of an active improvement group, and breadth of training were associated with increased RBSE. Providing a stronger basis for causal inference, membership of active improvement groups at Time 1 also had a positive lagged effect on later RBSE. These findings support the proposition that RBSE can be enhanced via organizational intervention. The study also showed that, after controlling for greater involvement, job enlargement had a negative lagged effect on RBSE. This suggests the potential detrimental consequences of enlarging jobs without also expanding employees’ autonomy and influence.