title: Leader vision and the development of adaptive and proactive performance: a longitudinal study.
abstract: In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. In contrast, they proposed leader vision would be associated with an increase in proactivity when employees were high in role breadth self-efficacy. These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.
authors.affiliation: Institute of Work Psychology, University of Sheffield, Sheffield S10 2TN, United Kingdom. m.griffin@sheffield.ac.uk
authors.forename: Mark A
authors.initials: MA
authors.lastname: Griffin
authors.forename: Sharon K
authors.initials: SK
authors.lastname: Parker
authors.forename: Claire M
authors.initials: CM
authors.lastname: Mason
mesh_terms: D000223:Adaptation, Psychological; D001290:Attitude; D004650:Employee Performance Appraisal; D005500:Follow-Up Studies; D006801:Humans; D007857:Leadership; D010551:Personality; D020377:Self Efficacy; D011795:Surveys and Questionnaires; D017132:Workplace / Q000523:psychology