Leader vision and the development of adaptive and proactive performance: a longitudinal study.

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ID: 103429
2010
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Abstract
In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.
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griffin2010leaderthe Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Griffin, Mark A;Parker, Sharon K;Mason, Claire M;
Journal the journal of applied psychology
Year 2010
DOI
10.1037/a0017263
URL
Keywords
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