Practices that energise the self-starter : how to influence proactive behaviour at work

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.