Employee proactive behaviors and LMX from a reverse lens perspective: The mediator role of leader perceived constructiveness

Hsi An Shih, Tuong Vy Nguyen

Research output: Contribution to journalArticlepeer-review

Abstract

Drawing on social resources theory and social exchange theory, we propose that two forms of employee proactive behaviors, namely voice and taking charge, influence a leader's perception of their employees and hence affect the interpersonal relationships within the dyad. We introduce an expanded construct, termed as the leader perceived constructiveness, as a mediating mechanism that links the effects. We further propose two conditional factors that also govern the effects. Pairwise data collected from Taiwanese employees and supervisors in two separate studies provide support for the theorized hypotheses and confirm that the indirect relationship between employees' proactive behaviors and leader-member exchange (LMX) is augmented by their past performance. Our study advances the literature by adopting a more follower-centered framework. Moreover, by demonstrating how and when employee-initiated behaviors affect upwardly and improve the dyad outcome, we also contribute to the LMX literature and provide useful insights for managerial practice.

Original languageEnglish
JournalJournal of Management and Organization
Volume40
Issue number3
DOIs
Publication statusPublished - 2023 Mar 20

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Organizational Behavior and Human Resource Management

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