Using meta-analysis (283 effect sizes from 122 studies), we extend prior qualitative and quantitative reviews of research on proactive personality in a number of meaningful ways. First, we examine the discriminant and incremental validity of proactive personality using meta-analytic regression analyses. Our results reveal that more than 50% of variance in proactive personality is unrelated to the Big Five personality traits collectively. Also, proactive personality accounts for unique variance in overall job performance, task performance, and organizational citizenship behaviors, even after controlling for the Big Five personality traits and general mental ability (for overall job performance and task performance). Moreover, we find no subgroup differences in proactive personality, highlighting its potential use in selection contexts. In conclusion, we discuss implications of our findings for research and practice. Using meta-analysis (283 effect sizes from 122 studies), we extend prior qualitative and quantitative reviews of research on proactive personality in a number of meaningful ways. First, we examine the discriminant and incremental validity of proactive personality using meta-analytic regression analyses. Our results reveal that more than 50% of variance in proactive personality is unrelated to the Big Five personality traits collectively. Also, proactive personality accounts for unique variance in overall job performance, task performance, and OCBs, even after controlling for the Big Five personality traits and general mental ability (for overall job performance and task performance). Moreover, we find no sub-group differences in proactive personality, highlighting its potential use in selection contexts. In conclusion, we discuss implications of our findings for research and practice.
D R A F TThe Uniqueness and Usefulness of Proactive Personality 3Investigating the Uniqueness and Usefulness of Proactive Personality in Organizational Research: A Meta-Analytic Review Proactive work behaviors are associated with a number of meaningful individual and organizational outcomes. For example, Hall and Moss (1998) and Thompson (2005) argued that initiative taking and a self-starting approach to work have become increasingly important for individual job performance and career success. Parker (1998) and Parker, Williams, and Turner (2006) further suggested that a self-starting approach to work will ultimately result in innovation on the organizational level. Given the widespread use of decentralized organizational structures, performance of proactive work behaviors has become the source of competitive advantage for organizations (Crant, 1995;Organ, 1988). These developments led Bandura (2002) to conclude that transnational interdependencies and market forces have created a global demand for a self-starting approach to work.The increasing importance of a self-starting approach to work has been reflected in scholarly work on proactive work behaviors. Over the past twenty years, research has examined the n...