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date: 19 November 2019

Abstract and Keywords

How do leaders’ promote proactivity among their staff? This chapter focuses on how leaders cultivate individual-level proactivity, with proactivity being defined as a future-focused, change-oriented, and self-starting way of behaving. Behaviors from many domains can be carried out more or less proactively, so we include in our review literature on individual innovation, taking charge, voice, proactive socialization, and other such ways of behaving proactively. After describing existing research on how leadership relates to proactivity, the authors propose a model in which we identify multiple pathways by which leaders can influence their staff’s motivation and capability to be proactive, as well as the effectiveness of their proactivity. They propose that both team-oriented and person-oriented leadership inputs can have direct effects on motivation and capability via leader actions, as well as indirect effects on motivation and capability via leader effects on the team climate, work design, or other team-level inputs. The authors then identify several ways that this model can be expanded, as well as directions for future research.

Keywords: capability, individual innovation, individual-oriented inputs, motivation, job performance, proactivity, taking charge, voice, team-oriented inputs

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