The proactive employee: Managing workplace initiative

Campbell, Donald J.

doi:10.5465/ame.2000.4468066

Cited by 244 publications

(282 citation statements)

References 15 publications

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“…Whilst some research has found that supervisor support predicts higher levels of personal initiative (β=.15, p<.05; Ohly et al, 2006) and the implementation of ideas (β=.18, p<.05; Axtell et al, 2000), other research has found nonsignificant relationships between supportive leadership and the implementation of ideas (Frese, Teng, & Wijnen, 1999;Parker et al, 2006b). Similarly, whilst Axtell and colleagues (2000) experience an 'initiative paradox' (see Campbell, 2000) in which they feel threatened by their employees' proactive behavior, which might explain why supportive leadership is not necessarily beneficial.…”

Section: Situational Antecedentsmentioning

confidence: 98%

“…As Frese (2008) noted in a recent article entitled 'The word is out: we need an active performance concept for modern work places', the current interest in proactivity is warranted given the inadequacy of traditional models that "assume that employees ought to follow instructions, task descriptions, and orders" (p. 67). Practically, organizations are increasingly decentralized, change is fast-paced, there is a demand for innovation, and operational uncertainty is greater than ever; all trends that mean employees need to use their initiative and be proactive (e.g., Campbell, 2000;Wall & Jackson, 1995). Moreover, careers are increasingly boundary-less, and not confined to one organization, requiring individuals to take charge of their own careers (Mirvis & Hall, 1994).…”

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confidence: 99%

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Proactive work behavior: Forward-thinking and change-oriented action in organizations.

Bindl

Parker

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

302

380

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Proactive behavior at work is about making things happen. It involves self-initiated, anticipatory action aimed at changing either the situation or oneself. Examples include taking charge to improve work methods, proactive problem solving, using personal initiative, making i-deals, and proactive feedback seeking. In this chapter, we define proactive behavior and distinguish it from related concepts. We also identify higher-order categories of proactivity in the work place. We then summarize a model of the antecedents and outcomes of proactive behavior, as well as moderators of its effects on performance and other outcomes. We argue a review of this topic is timely given both academic developments and technological and social change occurring within the work place.

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Section: Situational Antecedentsmentioning

confidence: 98%

mentioning

confidence: 99%

Proactive work behavior: Forward-thinking and change-oriented action in organizations.

Bindl

Parker

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

302

380

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“…It has become increasingly important to anticipate opportunities and initiate actions to operate effectively in complex and uncertain work environments (Campbell, 2000;Griffin, Neal, & Parker, 2007). Consequently, scholars have investigated proactive behavior, defined as "self-initiated and future-oriented action that aims to change and improve the situation or oneself" (Parker, Williams, & Turner, 2006, p. 636 Although researchers who focus on core processes and antecedents have identified commonalities across several domains of proactivity, they have not examined differences in distinct forms of proactive behaviors.…”

Section: Characteristicsmentioning

confidence: 99%

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Parker

et al. 2018

AMJ

120

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LSE has developed LSE Research Online so that users may access research output of the School. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (http://eprints.lse.ac.uk) of the LSE Research Online website. This document is the author's final accepted version of the journal article. There may be differences between this version and the published version. You are advised to consult the publisher's version if you wish to cite from it. 1 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICS ABSTRACTWhen and why do people engage in different forms of proactive behavior at work? We propose that, as a result of a process of trait activation, employees with different types of self-construal engage in distinct forms of proactive behavior if they work in environments consistent with their self-construals. In an experimental Study 1 (N = 61), we examined the effect of self-construals on proactivity and found that people primed with interdependent self-construals engaged in more work unit-oriented proactive behavior when job interdependence also was manipulated. Priming independent self-construals did not enhance career-oriented proactive behavior, even when we manipulated job autonomy. In a field Study 2 (N = 205), we found that employees with interdependent self-construals working in jobs with high interdependence reported higher work unit commitment and higher work unit-oriented proactive behavior than employees in low interdependent jobs. Employees with independent self-construals working in jobs with high autonomy also exhibited stronger career commitment and more career-oriented proactive behavior than those in jobs with low autonomy. This research offers a theoretical framework to explain how dispositional and situational factors interactively shape people's engagement in different forms of proactive behavior.Keywords: Self-construal, Job design, Proactive behavior, Trait activation, Commitment 3 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICSThere is a pressing need for proactive behavior in today's global work context (Crant, 2000).It has become increasingly important to anticipate opportunities and initiate actions to operate effectively in complex and uncertain work environments (Campbell, 2000;Griffin, Neal, & Parker, 2007). Consequently, scholars have investigated proactive behavior, defined as "self-initiated and future-oriented action that aims to change and improve the situation or oneself" (Parker, Williams, & Turner, 2006, p. 636 Although researchers who focus on co...

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“…Whereas in the previous decades organizations hired employees to perform strictly defined jobs, today organizations are more likely to treat proactive behaviors as a role requirement, hire employees with a proactive orientation, and communicate to employees that proactive behaviors are valued [2]. Proactive personality is one of the motivators of proactive behaviors in the workplace [1].And there are more and more research evidences show that proactive personality is related to career benefits, which encourages organizations in favor of proactive employees.…”

Section: Introductionmentioning

confidence: 99%

Proactive Personality and Career Success: A Person-organization Fit Perspective

Sun¹,

Zi-Jing²

2014

Advances in Intelligent Systems Research

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Abstract. Drawing upon the prior Person-Organization Fit literature, this paper reviews the conceptualization and measurement of both proactive personality and career success, and furthermore analyzes the integrative model of them from person-organization fit perspective. Finally, this article maps out future research should be more sensitive to how people achieve great career success by combining situational factors with individual personalities, and replenishes the literature of proactive personality with added moderators and mediators.

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The proactive employee: Managing workplace initiative

Cited by 244 publications

References 15 publications

Proactive work behavior: Forward-thinking and change-oriented action in organizations.

Proactive work behavior: Forward-thinking and change-oriented action in organizations.

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Proactive Personality and Career Success: A Person-organization Fit Perspective

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