Chia-Yen (Chad) Chiu , Chia-Huei Wu , Ashlea Bartram , Sharon K. Parker , Cynthia Lee
{"title":"Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance","authors":"Chia-Yen (Chad) Chiu , Chia-Huei Wu , Ashlea Bartram , Sharon K. Parker , Cynthia Lee","doi":"10.1016/j.jvb.2023.103865","DOIUrl":null,"url":null,"abstract":"<div><p>The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.</p></div>","PeriodicalId":51344,"journal":{"name":"Journal of Vocational Behavior","volume":"143 ","pages":"Article 103865"},"PeriodicalIF":5.2000,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Vocational Behavior","FirstCategoryId":"102","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0001879123000258","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
引用次数: 0
Abstract
The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.
期刊介绍:
The Journal of Vocational Behavior publishes original empirical and theoretical articles offering unique insights into the realms of career choice, career development, and work adjustment across the lifespan. These contributions are not only valuable for academic exploration but also find applications in counseling and career development programs across diverse sectors such as colleges, universities, business, industry, government, and the military.
The primary focus of the journal centers on individual decision-making regarding work and careers, prioritizing investigations into personal career choices rather than organizational or employer-level variables. Example topics encompass a broad range, from initial career choices (e.g., choice of major, initial work or organization selection, organizational attraction) to the development of a career, work transitions, work-family management, and attitudes within the workplace (such as work commitment, multiple role management, and turnover).