Leader vision and the development of adaptive and proactive performance: a longitudinal study

Area of Science:

• Organizational Behavior
• Leadership Studies
• Workplace Psychology

Background:

• Understanding the impact of leadership on employee behavior is crucial for organizational success.
• Change-oriented behaviors like adaptivity and proactivity are vital for navigating dynamic work environments.
• The specific mechanisms through which leader vision influences these behaviors require further investigation.

Purpose of the Study:

• To examine the influence of leader vision on employee adaptivity and proactivity.
• To investigate the moderating roles of openness to work role change and role breadth self-efficacy.
• To explore the interaction between leader vision and follower characteristics in driving change-oriented behaviors.

Main Methods:

• Longitudinal survey design.
• Data collected from 102 employees.
• Self-report measures of leader vision, adaptivity, proactivity, openness to work role change, and role breadth self-efficacy.

Main Results:

• Leader vision positively influenced adaptivity among employees high in openness to work role change.
• Leader vision positively influenced proactivity among employees high in role breadth self-efficacy.
• Findings support the proposed interaction effects.

Conclusions:

• Leader vision is a significant driver of employee change-oriented behaviors.
• The effectiveness of leader vision is contingent on follower characteristics, specifically openness to change and self-efficacy.
• These insights inform strategies for leaders to foster adaptivity and proactivity in response to organizational change.