How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis
© 2018 John Wiley & Sons, Ltd. The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Language: | English |
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WILEY
2019
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| Online Access: | http://purl.org/au-research/grants/arc/FL160100033 http://hdl.handle.net/20.500.11937/78207 |
| _version_ | 1848763942247071744 |
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| author | Cai, Z. Parker, Sharon Chen, Z. Lam, W. |
| author_facet | Cai, Z. Parker, Sharon Chen, Z. Lam, W. |
| author_sort | Cai, Z. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | © 2018 John Wiley & Sons, Ltd. The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader-, team-, and organization-related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual-, team-, and cross-level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational-fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic. |
| first_indexed | 2025-11-14T11:11:28Z |
| format | Journal Article |
| id | curtin-20.500.11937-78207 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:11:28Z |
| publishDate | 2019 |
| publisher | WILEY |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-782072022-11-24T04:00:38Z How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis Cai, Z. Parker, Sharon Chen, Z. Lam, W. Social Sciences Business Psychology, Applied Management Business & Economics Psychology multilevel proactive behavior proactive motivation model social context EMPLOYEE VOICE BEHAVIOR INNOVATIVE WORK BEHAVIOR PERCEIVED ORGANIZATIONAL SUPPORT GENERAL SELF-EFFICACY TRANSFORMATIONAL LEADERSHIP ETHICAL LEADERSHIP EMPOWERING LEADERSHIP ROLE-BREADTH CITIZENSHIP BEHAVIORS INDIVIDUAL INNOVATION © 2018 John Wiley & Sons, Ltd. The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader-, team-, and organization-related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual-, team-, and cross-level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational-fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic. 2019 Journal Article http://hdl.handle.net/20.500.11937/78207 10.1002/job.2347 English http://purl.org/au-research/grants/arc/FL160100033 WILEY fulltext |
| spellingShingle | Social Sciences Business Psychology, Applied Management Business & Economics Psychology multilevel proactive behavior proactive motivation model social context EMPLOYEE VOICE BEHAVIOR INNOVATIVE WORK BEHAVIOR PERCEIVED ORGANIZATIONAL SUPPORT GENERAL SELF-EFFICACY TRANSFORMATIONAL LEADERSHIP ETHICAL LEADERSHIP EMPOWERING LEADERSHIP ROLE-BREADTH CITIZENSHIP BEHAVIORS INDIVIDUAL INNOVATION Cai, Z. Parker, Sharon Chen, Z. Lam, W. How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title_full | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title_fullStr | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title_full_unstemmed | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title_short | How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis |
| title_sort | how does the social context fuel the proactive fire? a multilevel review and theoretical synthesis |
| topic | Social Sciences Business Psychology, Applied Management Business & Economics Psychology multilevel proactive behavior proactive motivation model social context EMPLOYEE VOICE BEHAVIOR INNOVATIVE WORK BEHAVIOR PERCEIVED ORGANIZATIONAL SUPPORT GENERAL SELF-EFFICACY TRANSFORMATIONAL LEADERSHIP ETHICAL LEADERSHIP EMPOWERING LEADERSHIP ROLE-BREADTH CITIZENSHIP BEHAVIORS INDIVIDUAL INNOVATION |
| url | http://purl.org/au-research/grants/arc/FL160100033 http://hdl.handle.net/20.500.11937/78207 |