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Article: Does proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas

TitleDoes proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas
Authors
Issue Date2018
PublisherAcademy of Management. The Journal's web site is located at http://www.aom.pace.edu/amjnew
Citation
Academy of Management Journal, 2018, v. 61 n. 1, p. 245-263 How to Cite?
AbstractDespite the growing frequency of leadership transitions and their significant impact on team and organizational performance, little research has examined why and how teams develop an identification with a new leader or their subsequent receptiveness to the new leader’s change initiatives. Drawing from the contrast and congruence effects and the theoretical perspectives of leader identification, this study empirically tests a model in which the congruence of new leaders’ and their teams’ proactive personalities foster new leader identification, as well as the team’s behavioral responses to the new leader’s change agenda. This effect is strongest when the new leader’s proactive personality is higher than that of the former leader’s proactive personality (positive contrast). Our findings of a four-wave “before-and-after” transition survey of 155 hotel employees and 51 new leaders, achieved through polynomial regression analyses, proved very insightful. Essentially, we found that the congruence between a new leader’s and his/her team’s proactive personalities and the positive contrast between a former leader’s and the new leader’s proactive personalities enhanced new leader identification and the team’s shared identification with the new leader’s change agenda, and, thereby led the team to exhibit more behavioral engagement with, and voice behavior about, the new leader’s change agenda.
Persistent Identifierhttp://hdl.handle.net/10722/243223
ISSN
2017 Impact Factor: 6.7
2015 SCImago Journal Rankings: 10.317

 

DC FieldValueLanguage
dc.contributor.authorLam, W-
dc.contributor.authorTaylor, SM-
dc.contributor.authorLee, C-
dc.contributor.authorZhao, H-
dc.date.accessioned2017-08-25T02:51:51Z-
dc.date.available2017-08-25T02:51:51Z-
dc.date.issued2018-
dc.identifier.citationAcademy of Management Journal, 2018, v. 61 n. 1, p. 245-263-
dc.identifier.issn0001-4273-
dc.identifier.urihttp://hdl.handle.net/10722/243223-
dc.description.abstractDespite the growing frequency of leadership transitions and their significant impact on team and organizational performance, little research has examined why and how teams develop an identification with a new leader or their subsequent receptiveness to the new leader’s change initiatives. Drawing from the contrast and congruence effects and the theoretical perspectives of leader identification, this study empirically tests a model in which the congruence of new leaders’ and their teams’ proactive personalities foster new leader identification, as well as the team’s behavioral responses to the new leader’s change agenda. This effect is strongest when the new leader’s proactive personality is higher than that of the former leader’s proactive personality (positive contrast). Our findings of a four-wave “before-and-after” transition survey of 155 hotel employees and 51 new leaders, achieved through polynomial regression analyses, proved very insightful. Essentially, we found that the congruence between a new leader’s and his/her team’s proactive personalities and the positive contrast between a former leader’s and the new leader’s proactive personalities enhanced new leader identification and the team’s shared identification with the new leader’s change agenda, and, thereby led the team to exhibit more behavioral engagement with, and voice behavior about, the new leader’s change agenda.-
dc.languageeng-
dc.publisherAcademy of Management. The Journal's web site is located at http://www.aom.pace.edu/amjnew-
dc.relation.ispartofAcademy of Management Journal-
dc.rightsCopyright of the Academy of Management, all rights reserved. Contents may not be copied, emailed, posted to a listserv, or otherwise transmitted without the copyright holder’s express written permission. Users may print, download, or email articles for individual use only.-
dc.titleDoes proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas-
dc.typeArticle-
dc.identifier.emailZhao, H: hhzhao@hku.hk-
dc.identifier.authorityZhao, H=rp02124-
dc.description.naturepublished_or_final_version-
dc.identifier.doi10.5465/amj.2014.0503-
dc.identifier.hkuros275067-
dc.identifier.volume61-
dc.identifier.issue1-
dc.identifier.spage245-
dc.identifier.epage263-
dc.publisher.placeUnited States-

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