In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.

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This research reports on two field studies which demonstrate that self-leadership training decreases strain via increases in self-efficacy and positive affect. The first, an experimental study, found that strain was reduced in the randomly assigned training group, but not in the control group. The second was a longitudinal study and supported the hypotheses that self-efficacy and positive affect mediated the effect of self-leadership training on strain. Our findings extend both self-leadership and stress management literatures by providing a theoretical framework within which the effects of self-leadership on strain can be understood. Practically speaking, our findings suggest that self-leadership training offers an individual-level preventive approach to stress management.

SummaryThis study investigates temporal variation in group absence behavior, and the relationship between group absenteeism and the group's positive affective tone. Absenteeism data were obtained from 97 work groups, aggregated over each of the four quarters of a year. The group's positive affective tone was measured through two employee opinion surveys. Multi-level regression analyses were carried out, in which linear, quadratic, and cubic change trends were tested as predictors of change over time in group absenteeism. All three change trends explained unique variance in the group absenteeism data, indicating that the level of group absenteeism changes over time. We also found that there was significant variation between groups in the strength and direction of the linear and quadratic change trends. Positive affective tone was negatively related to the level of group absenteeism, and change in positive affective tone predicted the strength and direction of the linear change trend for group absenteeism.