Leader reactions to follower proactive behavior: Giving credit when credit is due
Bryan Fuller, Laura E Marler, Kim Hester, Robert F Otondo
Human Relations · 2015 · Volume 68 · Issue 6
Abstract
In the present study, we rely upon an integration of proactive motivation and performance theories to investigate a neglected research question – when is proactive behavior likely to be rewarded or punished? Based upon a self-determination theory perspective of proactive motivation, we hypothesize that leader feelings of responsibility for constructive change moderate the relationship between follower proactive behavior and performance evaluation. The results of a time-lagged study support this hypothesis, indicating that follower taking charge behavior is rewarded with higher performance evaluations only when leaders feel responsible for constructive change. Following the discussion of findings, we discuss practical implications, potential limitations of the present study and directions for future research.
Keywords
leadership, performance, proactive behavior, responsibility for constructive change, taking charge
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