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First published online July 10, 2008

Taking Stock: Integrating and Differentiating Multiple Proactive Behaviors

Abstract

The authors aimed to clarify the similarities, differences, and interrelationships among multiple types of proactive behavior. Factor analyses of managers’ self-ratings (N = 622) showed concepts were distinct from each other but related via a higher-order structure. Three higher-order proactive behavior categories were identified—proactive work behavior, proactive strategic behavior, and proactive person-environment fit behavior—each corresponding to behaviors aimed at bringing about change in the internal organization (e.g., voice), the fit between the organization and its environment (e.g., issue selling), and the fit between the individual and the organization (e.g., feedback seeking), respectively. Further analyses on a subsample (n = 319) showed similarities and differences in the antecedents of these behaviors.

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1.
1. Additional elements have been included in the definition of some forms of proactive behavior. Frese and Fay (2001) included persistence as a defining element of personal initiative. Although being proactive can indeed involve persistence, persistence per se is not always proactive (e.g., one might be persistent at asking a supervisor for help). Being constructive and/or prosocial is also sometimes highlighted as a feature of proactive behavior (e.g., taking charge is defined as constructive). However, too much, or misguided, proactive behavior can also be dysfunctional and counterproductive (Bateman & Crant, 1993; Campbell, 2000).
2.
2. Note that some dimensions of adaptive performance identified by Pulakos et al. (2000) fit closely with our definition of proactive behavior, such as the dimension of solving problems creatively (an example behavior is “developing innovative methods of obtaining resources”).
3.
3. One concept we did not include was personal initiative, which, when assessed via self-report questionnaire, is highly correlated with proactive personality (which was included in our study as an antecedent). Fay and Frese (2001) reported a disattenuated correlation, corrected for unreliability, between proactive personality and personal initiative of .96.
4.
4. We chose items that focused on the act of communicating, including speaking up and listening to ensure voicing opinions would be informative. We did not include items that were likely to overlap with other behaviors. For example, the item “speaks up in this group with ideas for new projects or changes in procedures” overlaps with taking charge.
5.
5. The antecedents were placed into the regression in two steps. Step 1 was the dispositions; step 2 was the proactive psychological states. This approach was important given that many researchers postulate that proactive psychological states mediate the relationship between the dispositions and proactive behavior (Morrison & Phelps, 1999; Parker et al., 2006).

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Article first published online: July 10, 2008
Issue published: May 2010

Keywords

  1. proactive behavior
  2. taking charge
  3. voice
  4. issue selling
  5. feedback seeking
  6. higher-order factor analysis

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© 2010 Southern Management Association.

Authors

Affiliations

Sharon K. Parker
University of Western Australia and University of Sheffield, [email protected]
Catherine G. Collins
University of New South Wales

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