Proactivity Directed Toward the Team and Organization: The Role of Leadership, Commitment and Role-Breadth Self-Efficacy

By K. Strauss, Mark A. Griffin, A. Rafferty. 2009

271 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fbc88d6b2847d6a80b3d6326045d7630deaa7f58

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics (2017, background): “Strauss, Griffin, and Rafferty (2009) report a positive link between work unit commitment and work unit–oriented proactive behavior.”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, methodology): “In the model of work-role performance, proficiency refers to the extent to which an individual meets role requirements that can be formalized, planned, and specified in advance (Griffin et al., 2007; Strauss et al., 2009).”
The Efficacy of Executive Coaching in Times of Organisational Change (2014, unknown): “Cronbach’s alpha for this study was .89.”
Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique (2010, background): “In a structural equation analysis that did not include latent variables, Strauss, Griffin, and Rafferty (2009) used work–home conflict as their marker variable and concluded that marker variable CMV was not an explanation for covariances among the substantive variables using a structural equation…”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, background): “1 Several authors highlight the relevance of RBSE in promoting employee proactive behaviour because employees need to be confident that they can be proactive and overcome obstacles (Strauss et al., 2009; Parker et al., 2010; Martin et al., 2013; Hwang et al., 2015).”
Making Change Happen (2013, background): “…technical requirements” (Parker, 1998, p. 835) and has been shown to predict proactive behavior toward one’s tasks and toward the team and the organization (Griffin et al., 2007; Parker et al., 2006; Strauss et al., 2009) as well as PI during organizational change (Hornung & Rousseau, 2007).”
Daily transformational leadership and employee job crafting: The role of promotion focus (2018, result): “This result suggests that the relationship between leadership and followers' proactive behaviour is more dynamic than demonstrated in previous research (Den Hartog & Belschak, 2012; Schmitt et al., 2016; Strauss et al., 2009).”
The impact of organizational culture on the relationship between shared leadership and team proactivity (2012, background): “For understanding and analyzing organization culture, Wallach (1983) conceptualized three culture dimensions: bureaucratic, innovative, and supportive.”