Proactive Behavior (proactive + behavior)

Distribution by Scientific Domains


Selected Abstracts


GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL

PERSONNEL PSYCHOLOGY, Issue 1 2009
ADAM M. GRANT
Although proactive behavior is important in organizations, it is not always appreciated by supervisors. To explain when supervisors reward proactivity with higher overall performance evaluations, we draw on attribution theory. We propose that employees' values and affect send signals about their underlying intentions, which influence supervisors' attributions about whether employees deserve credit for proactive behaviors. More specifically, we hypothesize that if employees express strong prosocial values or low negative affect, the proactive behaviors of voice, issue-selling, taking charge, and anticipatory helping will have stronger relationships with supervisors' performance evaluations. We test these hypotheses with samples of 103 managers and their direct supervisors (Study 1) and 55 firefighters and their platoon supervisors (Study 2). The hypotheses were supported in both studies, suggesting that proactive behaviors are more likely to contribute to higher supervisor performance evaluations when employees express strong prosocial values or low negative affect. [source]


Experimentally manipulated change in children's proactive and reactive aggressive behavior

AGGRESSIVE BEHAVIOR, Issue 3 2003
Nancy C. Phillips
Abstract The current study assessed the effectiveness of two behavior manipulations created to differentially lower aggressive responses in a laboratory task. It was hypothesized that the reactive anger manipulation would have the greatest effect for reactive aggressive behavior and the instrumental manipulation would significantly affect proactive aggressive behavior and slightly affect the reactive behavior. Fifty participants played pinball in competition for points against an unknown peer, whose responses were actually controlled by the experimenter. Participants could push a noise button, sending the peer an annoying noise; a tilt button, interfering with the opponent's game; or a no answer button, offering a pro-social alternative to aggression. After playing four rounds, participants were randomly assigned to either a reactive anger or a positive instrumental manipulation group; they then played pinball again for four rounds. Results indicate that the instrumental manipulation significantly lowered aggressive responses for both reactive and proactive behavior. The reactive manipulation effected aggressive responses only for use of the noise button and produced significantly lower levels of anger. Aggr. Behav. 29:215,227, 2003. © 2003 Wiley-Liss, Inc. [source]


Work characteristics, challenge appraisal, creativity, and proactive behavior: A multi-level study

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2010
Sandra Ohly
Work characteristics such as time pressure and job control can be experienced as a challenge that is positively associated with performance-related behaviors. Using experience-sampling data from 149 employees, we examined the relationships between these work characteristics and creativity and proactive behavior on a daily level. Results from multilevel analyses indicate that time pressure and job control are perceived as challenging, and that challenge appraisal in turn is related to daily creativity and proactive behavior. Furthermore, cross-level mediation analyses revealed that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal. This study supports the view of time pressure as a challenge-related stressor that leads to favorable outcomes. Copyright © 2009 John Wiley & Sons, Ltd. [source]


Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design,

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2006
Jerry Bryan Fuller
Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy-related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change-oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy-related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio-structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright © 2006 John Wiley & Sons, Ltd. [source]


GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL

PERSONNEL PSYCHOLOGY, Issue 1 2009
ADAM M. GRANT
Although proactive behavior is important in organizations, it is not always appreciated by supervisors. To explain when supervisors reward proactivity with higher overall performance evaluations, we draw on attribution theory. We propose that employees' values and affect send signals about their underlying intentions, which influence supervisors' attributions about whether employees deserve credit for proactive behaviors. More specifically, we hypothesize that if employees express strong prosocial values or low negative affect, the proactive behaviors of voice, issue-selling, taking charge, and anticipatory helping will have stronger relationships with supervisors' performance evaluations. We test these hypotheses with samples of 103 managers and their direct supervisors (Study 1) and 55 firefighters and their platoon supervisors (Study 2). The hypotheses were supported in both studies, suggesting that proactive behaviors are more likely to contribute to higher supervisor performance evaluations when employees express strong prosocial values or low negative affect. [source]


Advancing Entertainment Education: Using The Rosie O'Donnell Show to Recognize Implementation Strategies for Saturated Markets

COMMUNICATION THEORY, Issue 2 2009
Deborah L. Larson
Entertainment-education (E-E) has been widely and successfully implemented in developing countries around the world, but it is much harder to utilize in media-saturated countries. However, talk shows can be a niche market for E-E campaigns. As evidence, The Rosie O'Donnell Show has made a significant contribution to the television industry and to entertainment-education research by redefining how advocacy, education, and entertainment can work through a variety talk show format. An extemporaneous talk show can implement E-E campaigns through four main strategies to target its viewers: (1) Variability, or using a variety of forms to provide campaign information, (2) using multimediated synergistic avenues and online connections, (3) creating audience proactivity by using a small group elements to promote self and collective efficacy, and host appeal to bridge the local to national gap, and (4) the host's use of instinctive intentionality in aggregating campaign messages. As executive producer and host of her show, Rosie O'Donnell affected awareness, disseminated educational information, and encouraged proactive behavior with social, political, and philanthropic agendas through repetitive, positive, and proactive entertainment-education messages. [source]


Some Preparation Required: The Journey To Successful Studio Collaboration

JOURNAL OF INTERIOR DESIGN, Issue 2 2006
Jennifer D. Webb Ph.D.
ABSTRACT The purpose of this study was to explore relationships between team training perceptions and training effectiveness among students and faculty. The three objectives for this project were: 1) compare student and faculty perceptions concerning the provision of team training in design studios; 2) investigate the relationship between students' reported team training levels and students' reported team attitudes; and 3) investigate the relationship between students' reported team training levels and students' reported team behaviors. IDEC members and their interior design students were selected to participate in the study. Questionnaires were mailed to the faculty and the instruments were administered in a manner similar to course evaluations. Chi Square analysis suggests that instructors were more likely than students to indicate that they had provided training on effective communication, task division, conflict resolution, and characteristics of a good team. The findings suggest that teamwork training is positively related to positive perceptions and attitudes about teamwork, and to proactive behaviors in team settings. Most importantly, findings indicate that participation in multiple team projects is not related to improved attitudes or behaviors. This result emphasizes the role of preparation in successful studio collaboration. [source]


Clinician safety: Assessing and managing the violent patient

NEW DIRECTIONS FOR YOUTH DEVELOPMENT, Issue 86 2000
Arthur Z. Berg
Many clinicians deny the possibility of violence occurring in their practices, and this denial has its roots in fear of violence or overconfidence in safety. To appropriately address the issue of violence, clinicians must engage in proactive behaviors and attitudes that will ensure their safety. [source]


GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL

PERSONNEL PSYCHOLOGY, Issue 1 2009
ADAM M. GRANT
Although proactive behavior is important in organizations, it is not always appreciated by supervisors. To explain when supervisors reward proactivity with higher overall performance evaluations, we draw on attribution theory. We propose that employees' values and affect send signals about their underlying intentions, which influence supervisors' attributions about whether employees deserve credit for proactive behaviors. More specifically, we hypothesize that if employees express strong prosocial values or low negative affect, the proactive behaviors of voice, issue-selling, taking charge, and anticipatory helping will have stronger relationships with supervisors' performance evaluations. We test these hypotheses with samples of 103 managers and their direct supervisors (Study 1) and 55 firefighters and their platoon supervisors (Study 2). The hypotheses were supported in both studies, suggesting that proactive behaviors are more likely to contribute to higher supervisor performance evaluations when employees express strong prosocial values or low negative affect. [source]