Week 6: Den Hartog & Belschak (2012) When does transformational leadership enhance employee proactive behaviour? The role of autonomy and role breadth self-efficacy

Question 1

Den Hartog and Belschak explore what relationship?

Answer 1

transformational leadership in its effect on proactive behaviour

Question 2

The relationship between transformational leadership on proactive behaviour is moderated by what?

Answer 2

role breadth self-efficacy (RBSE)

Question 3

The moderator RBSE is moderated by what other moderator?

Answer 3

job autonomy

Question 4

The relationship between transformational leadership and proactive behaviour is dependent on ____, which again is dependent on ____.

Answer 4

RBSE, job autonomy

Question 5

Role breadth self-efficacy means what?

Answer 5

it is an employees perceived capability of carrying out a broader and more proactive set of tasks that extend beyond prescribed technical requirements

in other words, believing that you can do (and actually are doing) more than your role entails

Question 6

Transformational leadership is thought to have an effect on employee proactivity for what three reason?

Answer 6

1. transformational leaders articulate an attractive future vision (discrepancy between current and desired states), they infuse work with meaning and inspire their following
2. they are also change-oriented, which is an attribute of proactivity
3. transformational leaders tend to be more proactive characters themselves

Question 7

For what reason is job autonomy believed to have an effect on RBSE?

Answer 7

it provides room for self-determination and the freedom to expand on the job duties and responsibilities one was hired to perform, which is the basis for RBSE

Question 8

Den Hartog and Belschak think of proactivity as a ____ and ___ way of behaving.

Answer 8

future-focussed, change-oriented

Question 9

The authors conducted ___ studies, from a diverse sample of employees from various industries. Explain them.

What method was used in all studies?

Answer 9

two

1. first study was among employees and their peers to measure their accomplishments
2. second study contained supervisors, to ensure generalisability and robustness

questionnaire (150 in first round, 158 in second round)

Question 10

Which variables were found to have a positive effect on proactive behaviour?

Answer 10

all of them; trans. leadership, RBSE and job autonomy

Question 11

In situations of high autonomy, transformational leadership related positively to proactive behaviour for individuals who..?

Answer 11

are high on RBSE

Question 12

In situations of low autonomy, transformational leadership related positively to proactive behaviour for individuals who..?

Answer 12

are low on RBSE

Question 13

The results reaffirm what?

Answer 13

the importance of transformational leadership, job autonomy and RBSE for proactive employee behaviour

Question 14

Why does transformational leadership translate into proactive behaviour when RBSE and job autonomy are very high?

Answer 14

a person with high self-efficacy feels secure enough to show more and riskier proactive behaviours and is more perceptive to the visionary perspective of transformational leadership

Question 15

Why does transformational leadership translate into proactive behaviour when RBSE and job autonomy are very low?

Answer 15

transformational leaders then tend to inspire those individuals to be more proactive

Question 16

Those individuals with high RBSE and low job autonomy rely on leader support in what way?

Answer 16

in no way, they do not need a leaders support

Question 17

Under what circumstances can RBSE act as a substitute for leadership?

In English, what does that mean?

Answer 17

when follower RBSE is high and job autonomy is low

as established, those with high RBSE and job autonomy do not need much leader support, as they already do more what they are supposed to and have a manageable number of ways to get the job done.

–> they know what to do and how to do it, hence do not need a leader, hence high RBSE and low job autonomy substitutes leadership

Question 18

Which of the following is NOT an argument made by Den Hartog and Belschak (2012) as of why transformational leadership may benefit employee proactivity?

a. Transformational leaders are themselves change-oriented and proactive and my thus act as role-models of proactive behaviors
b. Transformational leadership stimulates a psychologically safe climate reducing the risk of proactive behaviors of followers
c. Transformational leaders articulate an attractive and challenging vision of the future and have high performance expectations, thereby motivating proactive behaviors in followers
d. Transformational leaders enhance positive affect and affective commitment, which relate positively to proactive behavior

Answer 18

b. (Parker et al - previous article - argue that LMX provides the safety to take risks of proactive behaviour though)

Question 19

What is true according to the theorizing of Den Hartog and Belschak in their article from 2012?

a. Whether employees’ self-control forms a substitute for transformational leadership in its effect on employees’ proactive behaviour is determined by employees’ level of job autonomy
b. Whether employees’ self-control forms a substitute for transformational leadership in its effect on employees’ proactive behaviour is determined by employees’ level of job meaningfulness.
c. Whether employees’ self-efficacy forms a substitute for transformational leadership in its effect on employees’ proactive behaviour is determined by employees’ experienced level of job strain.
d. Whether employees’ self-efficacy forms a substitute for transformational leadership in its effect on employees’ proactive behaviour is determined by employees’ level of job autonomy.

Answer 19

d.