Explaining benefits of employee proactive personality: The role of engagement, team proactivity composition and perceived organizational support

Wang, Zhuxi; Zhang, Jing; Thomas, Candice L.; Jia, Yu; Spitzmüeller, Christiane

doi:10.1016/j.jvb.2017.04.002

Cited by 114 publications

(121 citation statements)

References 60 publications

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“…Further, in response to calls for investigating the underlying mechanisms through which team personality composition influences individual behaviours (e.g., Kozlowski & Bell, ; LePine et al ., ), we found that team climate for innovation mediated the cross‐level effects of team proactive personality on individual creative performance and job crafting. These findings provide an answer to Fuller and Marler's () question of whether team proactive personality influences group dynamics and consequently individual behaviours (Wang et al ., ). These findings also suggest that single‐level approaches may limit our understanding of team personality composition (LePine et al ., ; Prewett et al ., ).…”

Section: Discussionmentioning

confidence: 97%

“…Empirical studies have suggested that each operationalization captures a unique element of team personality composition and influences team processes and effectiveness through different social processes (Bell, 2007;Halfhill et al, 2005;LePine et al, 2011). As the most common operationalization of team personality composition (Bell, 2007), team mean proactive personality (i.e., the mean level of individual proactive personality in a team) reflects the extent to which a team predominantly comprises of proactive employees (Grant et al, 2011;Kirkman & Rosen, 1999;Wang et al, 2017;Williams et al, 2010). Conceptually, team mean proactive personality captures 'the collective tendency to initiate problem-solving, self-management, and self-improvement activities, which consequently promote the overall proactivity of the team' (Chiu, Owens, & Tesluk, 2016, p. 1709.…”

Section: Team Proactive Personality and Team Innovation Climatementioning

confidence: 99%

“…In doing so, we respond to scholars’ calls for research investigating the underlying mechanisms through which team composition influences individual behaviours (Kozlowski & Bell, ; Kozlowski & Klein, ; LePine et al ., ; Prewett et al ., ). As such, we take the first attempt to open the black box – the underlying mechanism through which team proactive personality influences individual job crafting and creative performance, thereby providing an answer to scholars’ (Fuller & Marler, ; Wang, Zhang, Thomas, Yu, & Spitzmueller, ) question of whether team proactive personality affects individual behaviours via group dynamics.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting

Jiang

Wang

2019

J Occupat & Organ Psyc

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Although multiple theories propose that team proactive personality shapes team climate for innovation, this theoretical proposition is yet to be tested by empirical studies. Drawing upon multiple theories (e.g., sense‐making theory and theories regarding social norms), we hypothesized a cross‐level mediation model of the effects of different operationalizations of team proactive personality on team climate for innovation, as well as individual creative performance and job crafting. We tested our hypothesized model using a 2‐wave longitudinal design collecting data from a sample of 187 employees and their supervisors nested within 38 teams from an Information Technology company. The results of multilevel mediation path analysis indicated that team proactive personality (i.e., mean, minimum, and maximum) was significantly and positively related to team climate for innovation. Further, team proactive personality at Time 1 exerted a cross‐level influence on individual creative performance (rated by supervisors) and job crafting at Time 2, through team climate for innovation. Finally, different operationalizations (mean, maximum, minimum, and standard deviation) of team proactive personality revealed differential relationships with team climate for innovation. These findings suggest that team proactive personality can influence outcomes at different levels of analyses. Theoretical and practical implications of these findings are discussed. Practitioner points Team proactive personality (i.e., mean, maximum, and minimum) positively related to team climate for innovation. Team climate for innovation positively related to both individual creativity and job crafting. Team climate for innovation mediated the top‐down effects of team proactive personality on individual creativity and job crafting. Employers may consider proactive personality as one criterion at the stages of selecting and staffing of team members for creative jobs and creative team projects.

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Section: Discussionmentioning

confidence: 97%

Section: Team Proactive Personality and Team Innovation Climatementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting

Jiang

Wang

2019

J Occupat & Organ Psyc

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“…Consistent with this perspective, several studies have demonstrated that proactive personality may influence work outcomes via its effects on one's sense of work involvement and engagement (e.g., Bakker, Tims, & Derks, 2012;Haynie, Flynn, & Mauldin, 2017;Wang, Zhang, Thomas, Yu, & Spitzmueller, 2017). Indeed, Joo and Kim (2009) report that proactive personality shapes intrinsic motivation partly via greater perceptions of job complexity.…”

Section: Intrinsic Motivationmentioning

confidence: 93%

When and why are proactive employees more creative? Investigations of relational and motivational mechanisms and contextual contingencies in the east and west

Sears

Shen

Zhang³

2018

J Applied Social Pyschol

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Despite theory and empirical work linking employee proactive personality to individual‐level creativity, less is known about why and under what circumstances this relationship occurs. Drawing inspiration from the dynamic componential model of creativity and innovation in organizations, we report the results of two complementary, multisource field studies conceptualizing and testing interactional justice and intrinsic motivation as mediators of this relationship in two cultural contexts (i.e., China and Canada). We also investigated two potential moderators of these mediated effects: employees’ personal power distance values (in Study 1) and supervisor proactive personality (in Study 2). Although the mediating effect of intrinsic motivation was robust across the two studies, highlighting the cross‐cultural generalizability of this pathway, supplemental analyses in Study 1 indicate that this mechanism was driven by the self‐determination (vs. meaning, competence, or impact) facet of intrinsic task motivation in particular. In contrast, the mediating effect of interactional justice was contingent on both supervisor proactive personality and employee power distance, though at different stages of the process (i.e., Stage 1 vs. Stage 2 moderation, respectively). Taken together, these findings highlight the importance of relational, in addition to motivational pathways, in explaining the influence of proactive personality on creativity, but also suggest that the relational mechanism may be more sensitive to contextual influences.

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“…High levels of integrity predicted high levels of engagement. More recently, Wang, Zhang, Thomas, Yu, and Spitzmueller () showed that in a sample of 340 supervisor‐employee dyads, engagement mediated relationships between personality and CWBs. The correlation between proactive personality and Engagement was .32 and that between Engagement and CWB was −.22.…”

Section: Study 2 Replication and Generalizationmentioning

confidence: 99%

Construct‐based approach to developing a short, personality‐based measure of integrity

Catano

O’Keefe

Francis³

et al. 2018

Int J Selection Assessment

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Covert integrity measures are thought to draw from the Big Five dimensions of conscientiousness, agreeableness, and emotional stability. Using a construct‐based approach, we had subject matter experts identify items from a Big Five personality measure, the Trait Self‐Descriptive Personality Inventory that reflected an operational definition of integrity. The resulting 10 items exhibited a three‐factor structure that corresponded to the three Big five dimensions associated with integrity. Study 1 used primary (N = 388) and archival (N = 429) data sets collected from Canadian Armed Forces recruits to establish the construct validity of the new test. With respect to convergent and discriminant validity, the Integrity scale was related to the Honesty–Humility scale of the HEXACO‐PI and was unrelated to organizational commitment. Hierarchical regression analyses provided evidence that the integrity scale predicted counterproductive work behavior and job performance over and above the Big Five. Study 2 replicated the results of Study 1 using a civilian sample (N = 200). The Integrity scale was related to the Hogan Reliability Index but not to the General Health Questionnaire. It predicted work engagement over and above the Big Five. We also tested the proposition that integrity is a second‐order factor based on conscientiousness, agreeableness, and emotional stability. Structural equation models in both studies confirmed that proposition. We discuss the implications of our results for both theory and practice.

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Explaining benefits of employee proactive personality: The role of engagement, team proactivity composition and perceived organizational support

Cited by 114 publications

References 60 publications

How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting

How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting

When and why are proactive employees more creative? Investigations of relational and motivational mechanisms and contextual contingencies in the east and west

Construct‐based approach to developing a short, personality‐based measure of integrity

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