GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL

By Adam M. Grant, Sharon K. Parker, Catherine Collins. 2009

548 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/75d9ff1c2d71a67a492ca45a4dd8c103e819e21b

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In Organizational Behavior and Human Resource Management

In Safety Research

Citations in the corpus

When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context (2013, background): “Despite these claims, past research on voice has primarily focused on the effect of voice on the voicer, such as performance evaluations (Grant et al., 2009; Whiting, Maynes, Podsakoff, & Podsakoff, 2012), intentions to quit and job search activities (Olson-Buchanan & Boswell, 2002), and salary…”
Leader perceptions and motivation as outcomes of followership role orientation and behavior (2018, result): “It is also consistent with research suggesting that managers benefit when subordinates proactively take initiative to enhance work outcomes (Bateman and Crant, 1993; Grant et al., 2009).”
Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization (2017, background): “Also, individuals striving to act proactively often are considered as hindrances to task completion, regarded as burdensome by both peers and supervisors (Grant et al., 2009).”
Service robot implementation: a theoretical framework and research agenda (2019, background): “In human – robot interactions, proactive service behavior occurs when the robot initiates the encounter or provides anticipatory helping (Grant, Parker, & Collins, 2009).”
The performance implications of ambivalent initiative: The interplay of autonomous and controlled motivations (2011, methodology): “Indeed, scholars have observed that initiative can be taken inappropriately at the wrong times, in the wrong situations, or using the wrong methods (Chan, 2006; Grant et al., 2009).”
Understanding “It Depends” in Organizational Research (2017, background): “For example, Grant, Parker, and Collins (2009) found that the positive relationship between proactive behaviors (X) and job performance (Y) was significantly reduced by higher levels of negative affect.”
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice (2013, background): “…are able to feel and display positive emotions such as interest and excitement, they are likely to elicit favorable reactions from managers by communicating their ideas and suggestions in a more enthusiastic, supportive, or communal manner (Forgas & George, 2001; Fragale, 2006; Grant et al., 2009).”