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| Author: | Strauss, K. Griffin, M.A. Rafferty, A.E. |
| Title: | Proactivity directed toward the team and organization: the role of leadership, commitment and role-breadth self-efficacy |
| Journal: | British Journal of Management
2009 : SEP, VOL. 20:3, p. 279-291 |
| Index terms: | leadership organizational behaviour organizational commitment commitment employees competition attitudes surveys public sector Australia |
| Language: | eng |
| Abstract: | This study examines the link btw. leadership (henceforth as: l-ship) and proactive behaviour, differentiating btw. organizational (as: org-al.) l-ship and team l-ship. It is proposed that transformational (herein as: trns-al.) l-ship by team leaders would enhance commitment to the team, which would predict team member proactivity (as: p-aty). In contrast, trns-al. l-ship by the organization's (herein as: org/s.) leaders would enhance commitment to the org/s., which is expected to predict org/s. member p-aty. Trns-al. l-ship on both levels is expected to increase employees' role-breadth self-efficacy, the confidence necessary to engage in proactive behaviour. Based on this study's results, the importance of l-ship is shown as an antecedent of proactive work behaviour, suggesting that l-ship at different levels influences p-aty. through different mediators. Trns-al. team leaders appear to ease p-aty. by increasing employees' confidence to initiate change. Trns-al. org-al. leaders on the other hand increase p-aty. by enhancing employees' org-al. commitment. |
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