Organizations are increasingly looking to hire employees who are willing to take initiative and go above and beyond expectations (Campbell, 2000). To that aim, proactive behaviors have been increasingly considered as a potentially important characteristic of today's workers (Campbell, 2000). With workplaces becoming more decentralized and work becoming increasingly innovative and self-directed, organizations require employees who are able and willing to be proactive (Campbell, 2000; Frese & Fay, 2001). Researchers have found many benefits to proactive behavior, including increases in individual performance and innovation (Seibert, Kraimer, & Crant, 2001; Tornau & Frese, 2013). While proactive behavior may have many benefits, there is some research that suggests, under certain circumstances, proactive behavior may have negative consequences for the enacting employee (Fuller, Marler, Hester, & Otondo, 2015; A. M. Grant, Parker, & Collins, 2009). This study investigated boundary conditions on the relationship between proactive behavior and positive outcomes for enacting employees. Specifically, it looked at the role of employee gender and organizational crisis on leader reactions to proactive behavior. A sample of college students participated in a laboratory experiment, where they role played as managers working with proactive employee confederates. With increased emphasis being placed on proactive behavior in the workplace, it is greatly important to understand conditions in which proactive behavior may be negatively received by leadership. Implications for theory and practice are discussed.
| Identifer | oai:union.ndltd.org:ucf.edu/oai:stars.library.ucf.edu:etd-7243 |
| Date | 01 January 2018 |
| Creators | Carusone, Nicole |
| Publisher | STARS |
| Source Sets | University of Central Florida |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Electronic Theses and Dissertations |
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