Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity

By Adam M. Grant, Francesca Gino, David Hofmann. 2011

506 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/d4aae0bb60ed3a7fbcabee51721c5c05c4542afc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. Nathan P. Podsakoff
4. C. Mainemelis
5. R. Lord
6. P. D. Harms
7. Philip M. Podsakoff
8. Bradley P. Owens

In Safety Research

1. Joakim Wincent
2. G. Cacciotti
3. L. Weng
4. Bradley P. Owens
5. Xiao-ping Chen
6. Wei He
7. R. Lord
8. P. D. Harms

Citations in the corpus

• Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, background): “reflects the behavioral view of personality (e.g., extroversion; Grant et al., 2011), which suggests that behaviors are the building blocks of traits and that traits are established through”
• Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes (2014, background): “As indicated, complementary congruity theory refers to the match between leaders' behaviors or capabilities and the corresponding needs of their followers (e.g., Grant et al., 2011; Kiesler, 1983).”
• Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “Likewise, introverts prefer to take a less dominant and visible role in social interactions (Grant et al., 2011).”
• Narcissism: An Integrative Synthesis and Dominance Complementarity Model (2014, background): “pizza delivery chain in which leaders were local store managers, one per store, and leadership effectiveness was based on objective group performance yielding overall store profitability (Grant et al., 2011).”
• What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters (2018, background): “Specifically, the joint influence of LMX differentiation and task performance– based LMX differentiation on group proactivity answers the urgent call to examine the contextual impact on employee proactive behavior in work and organizational settings (e.g., Grant & Ashford, 2008; Grant et al., 2011).”
• Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “Turning first to the studies examining moderators of the relationship between OCB and group performance, Grant et al. (2011) reported that leader extroversion interacted with group OCB (proactivity) to influence group performance, such that the relationship between group proactivity and group…”
• Leader reactions to follower proactive behavior: Giving credit when credit is due (2015, background): “Organizations now depend upon employees’ proactive behavior as a way to drive meaningful change through the workplace and as a means of dealing with challenges arising from increasingly scarce resources, widening spans of control and the need for continuous improvement (Campbell, 2000; Grant et al.,”