REVERSING THE EXTRAVERTED LEADERSHIP ADVANTAGE: THE ROLE OF EMPLOYEE PROACTIVITY

• 成果类型: Article
• 署名作者: Grant, Adam M.; Gino, Francesca; Hofmann, David A.
• 署名单位: University of Pennsylvania; Harvard University; University of North Carolina; University of North Carolina Chapel Hill
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/AMJ.2011.61968043
• 发表日期: 2011
• 页码: 528-550
• 关键词: PERCEIVED ORGANIZATIONAL SUPPORT; EXTRA-ROLE BEHAVIORS; MODERATING ROLE; personality-traits; JOB-PERFORMANCE; 5-FACTOR MODEL; WORK DESIGN; management; EXTROVERSION; Mediation

摘要

Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity.