Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain

Schmitt, Antje; Hartog, Deanne N. Den; Belschak, Frank D.

doi:10.1111/joop.12143

Cited by 227 publications

(248 citation statements)

References 111 publications

(196 reference statements)

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“…Because proactive behavior aims to bring about changes, it is not surprising that transformational leadership has been found to be a powerful driver of this behavior (Den Hartog & Belschak, ). In our review, its correlation with individual proactive behavior ranged from 0.06 (Niessen, Mäder, Stride, & Jimmieson, ) to 0.51 (Kuonath, Specht, Kühnel, Pachler, & Frey, ), although most studies showed a correlation between 0.20 and 0.40 (e.g., Den Hartog & Belschak, ; Schmitt, Den Hartog, & Belschak, ).…”

Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 85%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.

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Section: Social Context Factors As Antecedents Of Proactive Behaviormentioning

confidence: 85%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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“…Organizational commitment is considered to be the behavioral reflection of the cognitive and affective dimensions of job satisfaction (Breevaart et al, 2014;Fernet, Trépanier, Austin, Gagné, & Forest, 2015;Schmitt, Den Hartog, & Belschak, 2016). Transformational leadership attempts to build job engagement through appealing directly to followers' senses of meaning, engagement, and interest (Mesu et al, 2015;Top et al, 2015;Welty Peachey et al, 2014;Yahaya & Ebrahim, 2016;Yucel et al, 2014).…”

Section: Organizational Commitment/job Satisfactionmentioning

confidence: 99%

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Sow¹,

Murphy²,

Osuoha³

2017

Management and Economics Research Journal

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The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction levels. The following research questions for exploration are: (1) Is there a statistically significant relationship between transformational leadership and job satisfaction in the U.S. healthcare industry? (2) Is there a statistically significant relationship between organizational culture and job satisfaction in the U.S. healthcare industry? (3) Is the relationship between transformational leadership and job satisfaction in the U.S. healthcare industry mediated by organizational culture? Data to answer the research questions is from a collection through random sampling processes that resulted in a sample of 111 American healthcare employees and analyzed with Stata software. The main finding of the study was that an apparent effect of transformational leadership on job satisfaction disappeared when organizational culture variables are considered. The results suggest that healthcare organizations should attempt to move away from externally focused cultures in order to increase job satisfaction. Such a move could improve social outcomes by improving the quality of work for millions of stressed American healthcare employees.

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“…At the same time, this finding extends the conclusions of two recent studies by Parker et al . () and by Schmitt, Den Hartog, and Belschak (): Their results implied that individuals would use less resource‐threatening or stressful phases of time to be proactive. Our results would suggest that this is more likely if phases of low stressor levels were not preceded by phases of high resource depletion which individuals need to recover from.…”

Section: Discussionmentioning

confidence: 94%

Time pressure and proactive work behaviour: A week‐level study on intraindividual fluctuations and reciprocal relationships

Urbach

Weigelt

2019

J Occupat & Organ Psyc

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Recent research on proactive work behaviours (PWBs) pointed out that these behaviours can have negative consequences for the proactive individual. We add to this perspective by showing that PWBs may be a source of strain at work and result in elevated time pressure. Challenging the view of time pressure as a challenge stressor, we hypothesize that over the course of work weeks, time pressure will result in less (rather than more) PWB. We investigate these reciprocal effects as within‐person, week‐level fluctuations of time pressure and PWB based on experience sampling data (N = 52 participants, k = 274 observations). Over the course of three consecutive work weeks, results show a positive lagged effect of PWB in the first week on experiencing time pressure in the second week; in turn, time pressure in the second week had a negative lagged effect on PWB in the third week. Results further suggest that PWB is lowest in work weeks of low time pressure when following a week of high time pressure, indicating a conservation of resources interpretation of the results. Practitioner points Above and beyond the many positive effects of employees’ proactive work behaviour (PWB), organizations need to be aware that these behaviours can have costs for employees, for example, in increasing their experience of time pressure. Over consecutive work weeks, time pressure seems to impede rather than facilitate employees’ PWBs. When work weeks characterized by high time pressure were followed by work weeks of low time pressure, employees used the latter to ‘recharge their batteries’ instead of engaging in more PWB.

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Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain

Cited by 227 publications

References 111 publications

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Time pressure and proactive work behaviour: A week‐level study on intraindividual fluctuations and reciprocal relationships

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