Leader Vision and the Development of Adaptive and Proactive Peformance: A Longitudinal Study

Mark Griffin, Sharon Parker, C.M. Mason

Research output: Contribution to journalArticle

120 Citations (Scopus)

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. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Original languageEnglish
Pages (from-to)174-182
JournalJournal of Applied Psychology
Volume95
Issue number1
DOIs
Publication statusPublished - 1 Jan 2010

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