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首页> 外文期刊>Journal of Applied Psychology >When Does Transformational Leadership Enhance Employee Proactive Behavior? The Role of Autonomy and Role Breadth Self-Efficacy
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When Does Transformational Leadership Enhance Employee Proactive Behavior? The Role of Autonomy and Role Breadth Self-Efficacy

机译：变革型领导何时才能增强员工的积极行为？自治的作用和作用的广度自我效能

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摘要

Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.
机译：两项多源研究探讨了个人和上下文变量对员工的积极行为的互动影响。与以前的工作一致，我们发现变革型领导，角色广度自我效能和工作自主性对员工的积极行为（研究1中的个人积极性和研究2中的亲社会积极行为）的积极主要影响。正如预期的那样，三向互动可以证明这些主要效果：在高度自治的情况下，变革型领导与自我效能感高（但不低）的个人的积极行为正相关。反之亦然，在工作自主性较低的情况下，变革型领导与低（但不高）自我效能感的人的积极行为正相关。在研究1中发现了针对员工的积极行为的自我评价和同伴评价，在研究2中也发现了这种行为的主管评价。

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