Proactive personality and job performance: a social capital perspective.

By Jeffery A. Thompson. Journal of Applied Psychology, 2005

772 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/de932c04e28c167ddf1ead7e7fc35e81f2ead48d

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Citations in the corpus

Taking Teacher Responsibility Into Account(ability): Explicating Its Multiple Components and Theoretical Status (2011, background): “Thompson (2005) demonstrated that the positive link between proactive personality and supervisor-reported job performance in a sample of business school alumni was mediated by the employees’ network building and initiative taking (which indicates willingness to assume responsibility beyond formal…”
Beyond being proactive: what (else) matters for career self‐management behaviors? (2006, background): “Indeed, proactive individuals take on more responsibility at work by increasing their role breadth, self-efficacy and production ownership (Parker and Sprigg, 1999), and have increased levels of performance (McCarthy, 2002; Thompson, 2005).”
Political Skill in Organizations (2007, background): “Research has indicated that proactive personality is associated with network building (Thompson, 2005).”
GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL (2009, background): “…organizational outcomes, demonstrating, for example, that employees who engage in them earn higher salaries, display greater productivity, and receive more awards and promotions (e.g., Seibert, Kraimer, & Crant, 2001; Thompson, 2005; Van Dyne & LePine, 1998; Van Scotter, Motowidlo, & Cross, 2000).”
Proactive Personality and Creative Behavior: Examining the Role of Thriving at Work and High-Involvement HR Practices (2020, background): “Lastly, because proactive individuals are on the lookout for new ways of doing things, they tend to build networks with individuals who have influence or power to help them achieve their goals by providing them with information or other resources (Thompson, 2005).”
Untangling the Networking Phenomenon (2015, background): “Indeed, managerial networking has been linked to indicators of high performance, such as favorable performance appraisals from supervisors (Thompson, 2005), professional advancement, and salary progression (Langford, 2000; Luthans et al.; Michael & Yukl; Orpen, 1996).”
Investigating the Uniqueness and Usefulness of Proactive Personality in Organizational Research: A Meta-Analytic Review (2015, background): “On the other hand, proactive personality has a strong theoretical underpinning that outlines its nature, antecedents, and consequences (Bateman & Crant, 1993; Crant, 1995, 2000; Crant & Bateman, 2000; Parker, 1998; Thompson, 2005).”
When does proactivity have a cost? Motivation at work moderates the effects of proactive work behavior on employee job strain (2017, background): “For example, those high in proactive personality are more likely to build social networks (Thompson, 2005) which may provide a range of resources, including social support.”
The relationship between networking behaviors and the Big Five personality dimensions (2012, neutral): “, 2000), and job performance (Thompson, 2005).”
Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors (2010, background): “Consistent with this reasoning, conscientiousness has been linked to proactive P-E fit behaviors, such as career planning (Carless & Bernath, 2007) and information seeking (Tidwell & Sias, 2005).”
Proactive Personality and Job Performance: Exploring Job Autonomy as a Moderator (2010, background): “Empirical investigations of the criterion validity of the proactive personality scale indicate that proactive personality is positively related to proactive behavior (e.g., Kammeyer-Mueller andWanberg, 2003; Seibert etal., 2001; Thompson, 2005) and job performance (e.”
Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study (2009, background): “Proactive people are more likely to tap every opportunity to go beyond normal job expectations ( Thompson 2005 ).”