Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance

Chia-Yen (Chad) Chiu; Chiahuei Wu; Ashlea Bartram; Sharon Parker; Cynthia Lee

doi:10.1016/j.jvb.2023.103865

Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance

Chia-Yen (Chad) Chiu^*, Chiahuei Wu, Ashlea Bartram, Sharon Parker, Cynthia Lee

^*Corresponding author for this work

Human Resource Management

Research output: Contribution to journal › Article › peer-review

3 Citations (Scopus)

Abstract

The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.

Original language	English
Article number	103865
Journal	Journal Of Vocational Behavior
Volume	143
Early online date	29 Mar 2023
DOIs	https://doi.org/10.1016/j.jvb.2023.103865
Publication status	Published - Jun 2023

Keywords

leader proactive personality, leader competency, team efficacy magnitude and dispersion, team proactive performance

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1016/j.jvb.2023.103865

Cite this

@article{ca083965200346379c41aee45c87dcd8,

title = "Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance",

abstract = "The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.",

keywords = "leader proactive personality, leader competency, team efficacy magnitude and dispersion, team proactive performance",

author = "Chiu, {Chia-Yen (Chad)} and Chiahuei Wu and Ashlea Bartram and Sharon Parker and Cynthia Lee",

note = "Publisher Copyright: {\textcopyright} 2023 Elsevier Inc.",

year = "2023",

month = jun,

doi = "10.1016/j.jvb.2023.103865",

language = "English",

volume = "143",

journal = "Journal Of Vocational Behavior",

issn = "0001-8791",

publisher = "ACADEMIC PRESS INC",

}

TY - JOUR

T1 - Is leader proactivity enough

T2 - Importance of leader competency in shaping team role breadth efficacy and proactive performance

AU - Chiu, Chia-Yen (Chad)

AU - Wu, Chiahuei

AU - Bartram, Ashlea

AU - Parker, Sharon

AU - Lee, Cynthia

PY - 2023/6

Y1 - 2023/6

N2 - The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.

AB - The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.

KW - leader proactive personality, leader competency, team efficacy magnitude and dispersion, team proactive performance

UR - http://www.scopus.com/inward/record.url?scp=85151032737&partnerID=8YFLogxK

U2 - 10.1016/j.jvb.2023.103865

DO - 10.1016/j.jvb.2023.103865

M3 - Article

AN - SCOPUS:85151032737

SN - 0001-8791

VL - 143

JO - Journal Of Vocational Behavior

JF - Journal Of Vocational Behavior

M1 - 103865

ER -

Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance

Abstract

Keywords

UN SDGs

Access to Document

Other files and links

Embargoed Document

Embargoed Document

Fingerprint

Cite this