Cargando…

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

PURPOSE: Differential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controlle...

Descripción completa

Detalles Bibliográficos
Autores principales: Chen, Sze-Ting, Haga, Kai Yin Allison
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2022
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9815459/
https://www.ncbi.nlm.nih.gov/pubmed/36619128
http://dx.doi.org/10.3389/fpsyg.2022.978495
_version_ 1784864324075913216
author Chen, Sze-Ting
Haga, Kai Yin Allison
author_facet Chen, Sze-Ting
Haga, Kai Yin Allison
author_sort Chen, Sze-Ting
collection PubMed
description PURPOSE: Differential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controllers to remove obstacles at work and enhance their performance in a Chinese cultural setting. METHODOLOGY: A stratified random sampling method was used. The sample objects were medical staff from hospitals in the six urban districts of Beijing. In 2021, a total of 900 online questionnaires were distributed. 524 valid questionnaires were recovered. MAIN FINDINGS: The results show that differential leadership, defined as favoritism towards insiders and prejudice against outsiders, can cause changes in employees’ sense of organizational justice and in-role performance. Meanwhile, by introducing ‘proactive personality’ as an independent variable that also acts as a moderator, our study confirms that, under differential leadership, employees with a proactive personality can actively improve situational barriers and have better work performance. IMPLICATIONS/APPLICATIONS: Our research offers managers the following advice: First, it is better to look not only at relationships, but also to understand an employee’s personality characteristics, whether it has a superficial or deep role at work, in order to reduce the turnover rate and to raise productivity. Second, it is important to teach employees to serve customers with a sincere appreciation of their point of view, rather than focusing on presenting an outward appearance of friendliness. NOVELTY/ORIGINALITY: This paper contributes to the theory of proactive personality, emotional labor, and differential leadership. Contrary to previous studies, our research has used ‘proactive personality’ as both a distractor and a predictor at the same time. Also, insiders favored by leaders are not found to perform better at work.
format Online
Article
Text
id pubmed-9815459
institution National Center for Biotechnology Information
language English
publishDate 2022
publisher Frontiers Media S.A.
record_format MEDLINE/PubMed
spelling pubmed-98154592023-01-06 The influence of differential leadership and proactive personality on employee in-role performance: An integrated model Chen, Sze-Ting Haga, Kai Yin Allison Front Psychol Psychology PURPOSE: Differential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controllers to remove obstacles at work and enhance their performance in a Chinese cultural setting. METHODOLOGY: A stratified random sampling method was used. The sample objects were medical staff from hospitals in the six urban districts of Beijing. In 2021, a total of 900 online questionnaires were distributed. 524 valid questionnaires were recovered. MAIN FINDINGS: The results show that differential leadership, defined as favoritism towards insiders and prejudice against outsiders, can cause changes in employees’ sense of organizational justice and in-role performance. Meanwhile, by introducing ‘proactive personality’ as an independent variable that also acts as a moderator, our study confirms that, under differential leadership, employees with a proactive personality can actively improve situational barriers and have better work performance. IMPLICATIONS/APPLICATIONS: Our research offers managers the following advice: First, it is better to look not only at relationships, but also to understand an employee’s personality characteristics, whether it has a superficial or deep role at work, in order to reduce the turnover rate and to raise productivity. Second, it is important to teach employees to serve customers with a sincere appreciation of their point of view, rather than focusing on presenting an outward appearance of friendliness. NOVELTY/ORIGINALITY: This paper contributes to the theory of proactive personality, emotional labor, and differential leadership. Contrary to previous studies, our research has used ‘proactive personality’ as both a distractor and a predictor at the same time. Also, insiders favored by leaders are not found to perform better at work. Frontiers Media S.A. 2022-12-22 /pmc/articles/PMC9815459/ /pubmed/36619128 http://dx.doi.org/10.3389/fpsyg.2022.978495 Text en Copyright © 2022 Chen and Haga. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Chen, Sze-Ting
Haga, Kai Yin Allison
The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title_full The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title_fullStr The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title_full_unstemmed The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title_short The influence of differential leadership and proactive personality on employee in-role performance: An integrated model
title_sort influence of differential leadership and proactive personality on employee in-role performance: an integrated model
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9815459/
https://www.ncbi.nlm.nih.gov/pubmed/36619128
http://dx.doi.org/10.3389/fpsyg.2022.978495
work_keys_str_mv AT chenszeting theinfluenceofdifferentialleadershipandproactivepersonalityonemployeeinroleperformanceanintegratedmodel
AT hagakaiyinallison theinfluenceofdifferentialleadershipandproactivepersonalityonemployeeinroleperformanceanintegratedmodel
AT chenszeting influenceofdifferentialleadershipandproactivepersonalityonemployeeinroleperformanceanintegratedmodel
AT hagakaiyinallison influenceofdifferentialleadershipandproactivepersonalityonemployeeinroleperformanceanintegratedmodel