scholarly journals Workplace Spirituality and Empowering Leadership in Improving Proactive Behavior: The Role of Job Engagement as Mediator

2020 ◽  
Author(s):  
Kovianto ◽  
Syahrizal
Keyword(s):  
Workplace Spirituality ◽  
Job Engagement ◽  
Proactive Behavior ◽  
Empowering Leadership

Empowering Leadership and Proactive Behavior: Mediating Role of Psychological Empowerment and Moderating Role of Leader-Follower Distance

2019 ◽  
Vol 12 (1) ◽  
Author(s):  
Muhammad Anwar ul Haq ◽  
Mirza Ashfaq Ahmed ◽  
Shaista Khalid
Keyword(s):  
Psychological Empowerment ◽  
Reliability And Validity ◽  
Measurement Model ◽  
Theory And Practice ◽  
Proactive Behavior ◽  
Empowering Leadership ◽  
Mediating Role ◽  
Structural Regression ◽  
Managerial Level

This study investigates the effect of empowering behavior of leader on followers' proactive behavior. It was also proposed that such an effect will be mediated by psychological empowerment, whereas, leader-follower distance was proposed to inversely moderate the direct effect of empowering leadership. The setting for this study was the Hospitality industry in Pakistan. Survey data was collected from managerial level employees working in hotels in Islamabad and Lahore,Pakistan. Dyadic data were gathered from 311 1-1 supervisor-subordinate dyads. Data were analyzed in two steps. First, the measurement model was assessed for reliability and validity. Common method variance was assessed with the help of common latent factor method. Second, direct and indirect effects were tested using structural regression. Test of moderation was performed using Process Macro in SPSS. Results show that empowering leadership had a significant effect on proactive behavior. The effect of empowering leadership was partially mediated by psychological empowerment. It was found that leader-follower distance had an inverse moderating effect. In the end, implications for theory and practice have been discussed. Keywords: Empowering leadership, Proactive behavior, psychological empowerment, leaderfollower distance

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Psychological Safety, Need for Cognition, and Proactivity among Public Sector Employees

2019 ◽  
Vol 34 (2) ◽  
pp. 99-126
Author(s):  
Kim Byeongjo
Keyword(s):  
Public Sector ◽  
Self Efficacy ◽  
Psychological Safety ◽  
Need For Cognition ◽  
Work Behavior ◽  
Equation Modeling ◽  
Proactive Behavior ◽  
Two Samples ◽  
Public Sector Employees

While employee proactivity has been hailed in management literature as a critical characteristic enabling an organization to accomplish its goals, little is known about how public sector employees exert proactivity at work. This study examines the effect of individual and contextual factors that enhance proactive work behavior among public sector employees. Using two samples of nonprofit hospital employees and part-time graduate students working in the public sector, we investigate the role of the need for cognition and psychological safety in promoting proactive behavior at work. We also examine the mediating role of self-efficacy in the relationship between the two antecedents and proactive behavior. We first confirm the measurement invariance across two samples and then examine hypothesized relationships using structural equation modeling. Our results show that both the need for cognition and perceived psychological safety promote proactive behavior through the mediation of employee’s role breadth self-efficacy.

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