How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis
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...
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| Published in: | Journal of organizational behavior Vol. 40; no. 2; pp. 209 - 230 |
|---|---|
| Main Authors: | , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
Chichester
Wiley (Variant)
01.02.2019
Wiley Periodicals Inc |
| Subjects: | |
| ISSN: | 0894-3796, 1099-1379 |
| Online Access: | Get full text |
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| Abstract | 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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| AbstractList | 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. 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. |
| Author | Chen, Zhijun Cai, Zijun Parker, Sharon K. Lam, Wing |
| Author_xml | – sequence: 1 givenname: Zijun surname: Cai fullname: Cai, Zijun – sequence: 2 givenname: Sharon K. surname: Parker fullname: Parker, Sharon K. – sequence: 3 givenname: Zhijun surname: Chen fullname: Chen, Zhijun – sequence: 4 givenname: Wing surname: Lam fullname: Lam, Wing |
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| Publisher | Wiley (Variant) Wiley Periodicals Inc |
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| Snippet | The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable... Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received... |
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| SubjectTerms | Behavior Employees Leadership multilevel Organizational behavior Organizational change Organizational support proactive behavior proactive motivation model Proactivity social context Social environment Social factors Synthesis Teams THE JOB ANNUAL REVIEW Work environment |
| Title | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
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