Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

By J. B. Fuller, Laura E. Marler, K. Hester. 2006

594 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5f858a3475c0274ba4b77a0004386d4a04add9bf

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The relationship between ethical leadership and core job characteristics. (2010, background): “Likewise, autonomous jobs are intrinsically motivating in that employees have greater control and responsibility over their work (Fuller et al., 2006).”
Transformational leadership as an antecedent of change-oriented organizational citizenship behavior (2013, background): “Therefore, development leadership plausibly contributes to building followers' self-confidence and personal development, thus enhancing their feeling of being able to perform a range of tasks beyond prescribed technical requirements (Fuller et al., 2006).”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “In a sample of 115 employees of a not-for-profit utility company in the US, Fuller, Marler, and Hester (2006) found that access to resources was a critical determinant of employees’ felt responsibility for constructive change in the organization (see also Spreitzer, 1996).”
Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination (2012, methodology): “Consistent with this reasoning, past empirical work has demonstrated support for the importance of FOCC as a psychological state leading to the performance of voice and other discretionary, changeoriented behaviors (Fuller et al., 2006; Morrison & Phelps, 1999; Withey & Cooper, 1989).”
Leader reactions to follower proactive behavior: Giving credit when credit is due (2015, methodology): “Prior to this study, felt responsibility for constructive change had been solely conceptualized as a proximal antecedent of proactive behavior (e.g. Fuller et al., 2006; Morrison and Phelps, 1999; Parker and Collins, 2010).”
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “They provide constructive change-oriented suggestions as a way of reciprocating for the positive treatment they have received in their employment relationships (Burris, Detert, and Chiaburu 2008; Fuller, Marler, and Hester 2006; Raub 2008; Choi 2007; Withey and Cooper 1989).”
Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, unknown): “For example, a sense of responsibility to bring changes can result from different reasons than role definition such as having greater accessibility to resources (Fuller et al., 2006).”
Daily job crafting and the self-efficacy – performance relationship (2014, background): “A possible moderator in this respect is the felt responsibility for constructive change (Fuller et al., 2006).”
Making Change Happen (2013, background): “When enabling contextual factors are present, individuals will be more adaptive and proactive if critical beliefs, such as self-efficacy and felt responsibility for change are activated (Choi, 2007; Fuller et al., 2006; Hornung & Rousseau, 2007).”