Abstract:
Complex and increasing competition, fast global changes, and unpredictable shifts
in expectations describe the business world. Relying merely on static procedures
and instructions to employees is not agile enough in such an environment. Instead,
organisations must be able to rely on employees who will identify opportunities and
risks in the organisation and act pre-emptively. Proactivity increases job and
organisational performance, as proactive employees anticipate situations and create
circumstances that increase the chances of success and high performance.
Proactive behaviour is associated with creativity, affecting organisations through
higher idea generation levels. The study illuminates practical behaviours and
practices that leaders and managers can use to increase their team members’
proactive work behaviour. Existing literature has investigated primarily at an overall
leadership and organisational design level. Significant correlations between
proactive work behaviour and the proposed leadership actions are demonstrated.
This quantitive mono-method study adds value to practitioners and academics by
drilling down to the practices and behaviours that cause, enable, enhance, and
maintain employees’ proactive work behaviour. Management and leaders can adopt
these practices to enable and influence proactive behaviour in their work teams.
