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Journal of Business and Psychology

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14.06.2019 | Original Paper

Just What You Need: the Complementary Effect of Leader Proactive Personality and Team Need for Approval

verfasst von: Jason L. Huang, Chenwei Liao, Yuhui Li, Mengqiao Liu, Benjamin Biermeier-Hanson

Erschienen in: Journal of Business and Psychology | Ausgabe 4/2020

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Abstract

Drawing from the performance requirement matching perspective of leadership effectiveness (Zaccaro, Green, Dubrow, & Kolze, 2018), the current study investigates how leader proactive personality and team need for approval interactively relate to team commitment and subsequent team performance. We hypothesize that the positive effect of leader proactive personality on team commitment is strengthened when teams have high need for approval. Further, we expect team commitment to transmit the interactive effect between leader proactive personality and team need for approval on team performance. Survey data collected from 80 team leaders and 395 members supported the proposed mediated moderation model. Specifically, in teams with high need for approval, leader proactive personality positively predicted team commitment, which subsequently predicted team performance. In contrast, in teams with low need for approval, leader proactive personality had nonsignificant relationship with team commitment. Overall, the current findings highlight the theoretical importance of understanding leader-team complementarity and underscore the need to recognize team need for approval composition as a context that bounds the influence of leader proactivity. The present study also offers actionable input for team selection and assessment.

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The majority of teams (N = 77) showed at least moderate agreement on team commitment; r_WG(J) ranged from .57 to 1.00. Removal of the three teams (4%) that failed to come to agreement, as indicated by r_WG(J) values below the .30 cutoff (LeBreton & Senter, 2008), did not change the results of hypothesis testing. We retained all 80 teams in the main analysis thanks to a suggestion by an anonymous reviewer.

A MSEM with item parcels as input (results available from the first author) yielded similar support for the study hypotheses.

The concern over common method bias is somewhat mitigated because the mediator, team commitment, was rated by team members.

In an unrelated data collection of employees in China (N = 262), we found a moderate association between proactive personality and dominance, r = .34, p < .001.

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Titel: Just What You Need: the Complementary Effect of Leader Proactive Personality and Team Need for Approval
verfasst von: Jason L. Huang
Chenwei Liao
Yuhui Li
Mengqiao Liu
Benjamin Biermeier-Hanson
Publikationsdatum: 14.06.2019
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 4/2020
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-019-09635-w

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