The mechanism of goal-setting participation’s impact on employees’ proactive behavior, moderated mediation role of power distance

Abstract

Organizations nowadays are under immense external pressure due to advancements in information technology, making it precarious. It also inserts extra pressure to keep the employees motivated and productive. Therefore, while information technology benefits the organization, it also challenges the organization and employees more. In order to meet these challenges, many organizations have begun to flatten their organizational structures and decentralized their management approaches. This study collected 336 valid questionnaires from 20 service companies. The reliability and validity of the questionnaire were tested. In addition, the exploratory factor analysis and confirmatory factor analysis. Relevant analysis and empirical analysis were also carried out using hierarchical regression. The study finds that (1) Goal-setting participation positively affects employees’ proactive behavior. (2) Perceived insider status plays a mediating role between goal-setting participation and employee proactive behavior. (3) The power distance positively modifies the goal-setting participation in the relationship of employee’s perceived insider status. (4) Power distance positively moderates perceived insider status in the relationship of goal-setting participation on employee proactive behavior through perceived insider status. This research applies goal-setting theory and social cognition theory to build a theoretical framework for the influence mechanism of goal-setting participation on employee’s proactive behavior. Expands the application scope of fundamental theoretical research and improve understanding of the relationship between goal-setting participation and employee’s proactive behavior. The research conclusions help organizations understand the formation mechanism of employees’ proactive behaviors, strengthen the focus on goal-setting participation, and optimize the relationship between leaders and employees.

Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

“…The impact of differential leadership on employees' reactions has attracted the attention of a number of previous scholars (Stamper and Masterson, 2002;Knapp et al, 2014;Dai and Chen, 2015;Wang et al, 2018;Pervaiz et al, 2021;Wu et al, 2021;Metz et al, 2022), who expressed different study opinions. Although a few of the existing researches have studied the correlations among differential leadership and non-prosocial behaviors (Wang et al, 2018), making certain theoretical contributions from the relationship element framework, relatively few papers exist on detailed analyses of differential leadership on individual knowledge hiding through trickle-down effects.…”

“…The difference-order leadership pattern means differential resource allocation processes in which Confucianism relationalism (e.g., in-group members with a clear boundary, favoritism treatment) and eastern traditional values (e.g., circle culture, culture of human feeling, familialism, communitarianism) are rooted. Furthermore, by defining the boundary of in-groups in the form of preference, unbalanced allocation, communication frequency, rewarding promotion, and fault-tolerance, differential leadership shows its unique characteristics (Knapp et al, 2014;Dai and Chen, 2015;Pervaiz et al, 2021;Metz et al, 2022). Although some traditional leadership concepts [e.g., leader-member exchange (LMX) theory] and differential leadership all emphasize rolemaking, trust-relationship and social-exchange, LMX theory, as one of the interpersonal studies, mainly captures the reciprocity core between superiors in leadership positions and their followers (Erdogan and Bauer, 2014), whereas according to personalized standards for benefiting the core circle, differential leadership places a greater focus on providing different resources and opportunities to in-versus outgroups.…”

“…This study expounds on theoretical implications, following the logic of theoretical composition, including When SME staff realize different treatments from their superiors, they gradually sense that they have more (for insiders) or less (for outsiders) value and significance within this organization, leading to their tendency to keep knowledge as an exclusive tool (Dai and Chen, 2015;Peng and Pierce, 2015;Banagou et al, 2021;Pervaiz et al, 2021). Thus, our research has promoted a broader theoretical perspective of differential leadership by highlighting the potential impact process on knowledge hiding that previous study has ignored.…”

A Systemic Model for Resilience and Time Management in Healthcare Academia

“…Moreover, prioritizing tasks based on career evolution, infusing enjoyable tasks into daily routines, and integrating time management across academic pillars are crucial parameters of time management in our field [1,55,[73][74][75]. Cultivating calmness, sustaining motivation, and strategic prioritization further bolster effective time management [76][77][78][79][80]. Also, setting boundaries to minimize interruptions, such as defining standard interaction times, preserves personal energy and improves well-being [81].…”

Supply chain disruptions and their effect on suppliers and consumers in the marketplace

“…The last part of this research goes into depth on Pervaiz's study on goal alignment. Through this study, four main concepts were discovered, as different contributors to behavior and different relationships between power and goal-setting participants [15].…”