Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms

Abstract

Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange

“…41 More importantly, the effectiveness of member-team relationship engenders employee proactivity. 1 Furthermore, employee voice, as a key dimension of employee proactivity, 28 was positively linked to TMX. 30…”

“…Wijaya 31 found a significant mediating role of LMX in the relationship between proactive personality and employee voice. On the other hand, the effectiveness of work interactions, communication and coordination with team members 1 as well as assistance provided by a team member through the introduction of enhanced work methods, 57 as referred to TMX, were critical for workplace innovation. 58 These dimensions are influenced by AMO-HR practices.…”

“…The term can be described in terms of employee perception of the effectiveness of work interactions, communication and coordination with team members. 1 Chaurasia and Shukla 57 added that the effectiveness of communication, the assistance of the member by the team members as well as his suggestion or development of new ways to improve the work are key aspects of TMX.…”

“…Employee proactiveness gained great attention from researchers and practitioners due to numerous factors related to organizations’ needs for innovative employees to deal with the uncertain organizational environment, 1 workforce globalization and international competition, 2 and lack of knowledge on public employee proactivity. 3 Generally, the role played by proactive employees in organizations has not yet received sufficient attention from scholars.…”

“…Some examples of these effects include enhancing employee performance, increasing employee engagement, improving employee creativity, engendering employee motivation, and enriching employee proactivity. 1,14,15,18 –21 One of the most significant HR systems studied by researchers is AMO-HR practices, which refer to ability, motivation, and opportunity-enhancing HR practices. 18,19,22 –25 An AMO model was selected for the purpose of the current study due to its comprehensiveness in terms of HR practices that contribute to employee abilities, motivation and opportunities.…”