Proactive Vitality Management,Work Engagement,and Creativity: The Role of Goal Orientation

This study tested the hypothesis that individuals can proactively manage their own energetic, affective, and cognitive resources in order to be creative at work. Building on proactivity and creativity literatures, we propose a theoretical model in which employees who proactively manage their vitality are more engaged in their work and show improved creative performance. We also tested the boundary conditions of this process. Participants were Dutch employees from various occupations who filled out a background questionnaire and five weekly surveys. The results of multilevel modelling analyses offered support for our model. Weekly proactive vitality management was positively related to changes in weekly creativity through changes in weekly work engagement. As predicted, learning goal orientation strengthened and performance goal orientation weakened the links between proactive vitality management and engagement, and between engagement and creativity. We discuss the theoretical contributions, and indicate how these findings can be used in daily working life.     

Proactive vitality management in the work context: development and validation of a new instrument

In the present research, we use proactivity literature and studies on energy at work to argue that individuals may proactively manage their vitality (i.e., physical and mental energy) to promote optimal functioning at work. We develop and validate a scale to measure proactive vitality management (PVM), and explore the nomological network. We conducted a five-day diary study (N = 133; 521 days), a survey study (N = 813) and a cross-sectional study measuring daily PVM (N = 246) among working individuals from various occupational sectors. The results show that PVM can be reliably measured with eight items that load on one overall factor, both on general and daily level. Furthermore, daily PVM was moderately but positively related to the use of work-related strategies and micro-breaks. Moreover, PVM related positively to relevant personal characteristics (i.e., proactive personality and self-insight) and showed moderate but positive relationships with job crafting and relaxation (convergent validity). PVM was unrelated to psychological detachment and decreasing hindering demands (discriminant validity). Finally, PVM was positively related to well-being, in-role work performance, creative work performance and performance on the Remote Associates Test (criterion validity). We conclude that employees may promote their own work performance through the use of PVM.     

Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange,Employee Voice,Creativity, and Innovative Behavior

Through social exchange, leaders can offer relational support or resources to facilitate employees' proactive attempts to bring positive change (voice) or novel ideas (creativity) and behaviors (innovative behavior) to their work. We consider these three outcomes under the same nomological network as they all represent employees' idea contribution to the organisation. The present paper thus meta‐analytically reviews the findings of research relating leader–member exchange (LMX) to voice (37 samples), creativity (53 samples), and innovative behavior (29 samples). Results show that LMX positively predicts voice, creativity, and innovative behavior. Moreover, LMX is more strongly related with creativity than with voice or innovative behavior, a significant difference maintained even after controlling for study characteristics that may act as confounding variables. Implications of our findings and directions for future research are also discussed.     

Employee,manage thyself: The potentially negative implications of expecting employees to behave proactively

Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the ‘dark side’ of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less proactive employees. At the organizational level, we suggest that relying on proactive behaviour may cause harm to an organization by undermining its ability to socialize employees and foster its organizational culture, weakening its learning capability, and reducing its ability to develop future leaders. We conclude by discussing additional avenues for studies examining the potential costs of proactive behaviour for both individuals and organizations alike.     

The relative importance of proactive behaviors and outcomes for predicting newcomer learning,well-being,and work engagement

New employees can accelerate and optimize their socialization by behaving proactively, although the key behaviors vary across studies. Recent research suggests that newcomer proactive behaviors influence socialization through the mediating effect of corresponding proactive outcomes. This may partly explain differences across studies, along with possible variations in the relative importance of specific proactive behaviors. This study investigates further the mediating role of proactive outcomes, and the relative importance of different proactive behaviors and proactive outcomes in predicting newcomer learning, well-being, and work engagement. Based on a sample of 176 temporary agency workers, support for the mediating role of proactive outcomes was found, although some proactive behaviors were effective in their own right. Relative importance analyses revealed that different proactive behaviors were important for different socialization criteria. Practical and theoretical implications of these findings are discussed.     

The relationship between mental vitality and cardiovascular health

Past measurement of vitality has included both emotional and physical components. Since aspects of physical vitality such as fatigue can be indicative of physical illness, the usefulness of existing measures of vitality to predict health is limited. This research was designed to examine the psychometric properties of a new Mental Vitality Scale and to test its associations with measures of cardiovascular health over the course of 2 years. The measure of mental vitality was administered in a two-part study using three different samples. In part 1, the reliability and validity of the scale was assessed with a student and a clinic sample. In part 2, medical data on mental and physical health were abstracted over a two-year period from 1041 patient records from a multi-specialty medical practice, and mental vitality assessed through a mailed questionnaire. The findings indicate that the Mental Vitality Scale is a valid and reliable questionnaire for measuring this construct. Mental vitality was also associated with reduced odds of several cardiovascular outcomes and prospective analyses suggest that mental vitality may serve a protective function in the development of cardiovascular disease. The results lend support for the importance of mental vitality as a construct that may be relevant for considering resilience in relation to cardiovascular disease.     

Proactive Personality and Employee Creativity: The Effects of Job Creativity Requirement and Supervisor Support for Creativity

This study examined the relationships between proactive personality and employee creativity and the moderating roles of job creativity requirement and supervisor support for creativity in activating proactive personality associated with employee creativity. To provide a rigorous test of the hypotheses, we conducted a field study from a sample of 157 employee–supervisor pairs in South Korea. The results revealed that a proactive personality was positively associated with employee creativity. In addition, job creativity requirement and supervisor support for creativity jointly influenced the relationship between proactive personality and employee creativity. Specifically, proactive employees exhibited the highest employee creativity when job creativity requirement and supervisor support for creativity were both high.     

Proactive and reactive aggression among school bullies,victims, and bully‐victims

Bullies, victims, bully‐victims, and control children were identified from a sample of 1062 children (530 girls and 532 boys), aged 10 to 12 years, participating in the study. Their reactive and proactive aggression was measured by means of peer and teacher reports. Peer and teacher reports were more concordant with respect to reactive than proactive aggression. Comparing the children in different bullying roles in terms of their reactive and proactive aggression, bully‐victims were found to be the most aggressive group of all. For this group, it was typical to be highly aggressive both reactively and proactively. Although bullies were significantly less aggressive than bully‐victims, they scored higher than victims and controls on both reactive and proactive aggression. However, observations at the person level, i.e., cross‐tabulational analyses, indicated that bullies were not only overrepresented among children who were both reactively and procatively aggressive but also among the only reactively aggressive as well as the only proactively aggressive groups. Victims scored higher than control children on reactive aggression, but they were not proactively aggressive. Furthermore, even their reactive aggression was at a significantly lower level than that of bullies and bully‐victims. Aggr. Behav. 28:30–44, 2002. © 2002 Wiley‐Liss, Inc.     

Eyes on the road,hands upon the wheel? Reciprocal dynamics between smartphone use while driving and job crafting

Smartphones are essential tools for communications and information management in organizational settings. However, smartphone use is a risky behavior when used while driving to and from work. As work experiences have been found to influence risky commuting behaviors, we hypothesized that job crafting, i.e., a set of proactive work behaviors through which employees change their job demands and resources, influences and is influenced by risky commuting behaviors. We argued that employees' smartphone use during driving commutes is related to how employees proactively choose to transform their demands and resources at work. A quantitative diary study was designed to investigate the process linking smartphone use during driving commutes to and from work and job crafting. A sample of 128 office employees completed two short daily questionnaires for five consecutive workdays (N = 627 observations). Results from multilevel analyses showed that daily talking on the phone while driving to work was positively associated with the proactive optimization of job demands, while daily proactive pursuing of challenging stimuli at work (i.e., seeking challenges) was positively related to looking at the phone when employees drove back from work. Furthermore, on days when employees reduced their hindering job demands, they reported less frequent talking on the phone while driving back from work. Results provide practical implications for the prevention of distracted driving and other risky driving behaviors.     

Strengths use and work engagement: a weekly diary study

The present study among 65 civil engineers investigates the impact of organizational support for strengths use on weekly work engagement and proactive behaviour. Positive psychology postulates that strengths use makes people feel authentic and efficacious. We argue that employees use these positive psychological states as resources that fuel work engagement and proactive work behaviour. Participants completed a general questionnaire regarding strengths use support, and a weekly quantitative diary questionnaire regarding their strengths use, self-efficacy, work engagement, and proactive behaviour over a period of five consecutive workweeks. In line with the hypotheses, the results of multilevel structural equation analyses showed that organizational strengths use support was positively related to weekly strengths use. Furthermore, the results indicated that weekly strengths use was positively related to weekly work engagement and proactive behaviour, through weekly self-efficacy (sequential mediation). Although strengths use support contributed indirectly to work engagement (mediated by strengths use and self-efficacy), there was no significant indirect relationship with proactive behaviour. Our study indicates that strengths use is associated with employees’ levels of self-efficacy, work engagement, and proactive behaviour and that organizations can help employees to use their strengths more often by giving them the opportunity to do what they are good at.     

活力：一个历久弥新的研究课题

活力是指个体能够运用身体和心理的能量, 展现富有生机的精神面貌而且行动有力。当个体有活力时, 会体验到源自自体的一种激情、生机和能量。活力的典型成分是能量、警醒和生机。当前, 活力对个体的影响研究主要体现在身心健康、工作和学习领域以及人生幸福等方面。对活力的影响因素研究主要集中在体育锻炼、冥想、外在物理环境以及人际环境等方面。在今后的研究中, 要加强对活力的理论建构、深入开展实证研究、应用研究以及本土化研究。     

Adolescents' aggressive and prosocial behavior: associations with jealousy and social anxiety

The authors examined how relational aggression, physical aggression, and proactive prosocial behavior were associated with jealousy and social anxiety in a diverse sample of 60 middle school students. After the authors controlled for gender and race, jealousy predicted relational aggression and proactive prosocial behavior, but it did not predict physical aggression. Additionally, social anxiety predicted proactive prosocial behavior. Adolescents who were more jealous in their peer relationships also tended to engage in relational aggression and proactive prosocial behavior, and adolescents who were more socially anxious also tended to be proactively prosocial. The authors discuss the implications of these findings and suggest directions for future research.     

The impact of coping and resilience on anxiety among older Australians

Objective: This study aims to explore the relationships between various coping types, resilience, and anxiety among older Australians. Particular attention is paid to whether resilience moderates coping's effect on anxiety. Method: A total of 324 Australians aged between 55 and 90 (M = 66.7, SD = 8.6) were surveyed as part of the study. Moderation was assessed using structural equation modelling and plots of simple slopes. Results: Significant negative correlations were detected between anxiety and both proactive coping and preventive coping. Higher levels of resilience were associated with lower levels of anxiety. Age moderated both proactive coping and reflective coping's effects on anxiety and gender moderated avoidance coping's effect on anxiety. Resilience was found to moderate the relationships between proactive coping and anxiety, and instrumental support seeking and anxiety. For those high in resilience, there was little association between anxiety and proactive coping or anxiety and instrumental support seeking. Among low resilience individuals, there was a negative association between proactive coping and anxiety, but a positive association between instrumental support seeking and anxiety. Conclusion: Resilience, proactive coping, and preventive coping are all important predictors of anxiety among older people. Among those who are low in resilience, proactively coping with stress may be particularly important for good mental health. The results of the study highlight the complexity of the relationship between resilience, coping, and anxiety among older people.     

The role of proactive and reactive aggression in the formation and development of boys' friendships

This study tested the hypothesis that friends are more similar in proactive aggression than in reactive aggression. Interpersonal processes that may account for this similarity (i.e., selection and mutual influence) were also examined. In the fall and spring of the school year, the friendships of 185 4th-, 5th-, and 6th-grade boys were identified. Proactive and reactive aggressive behavior were assessed with a teacher-rating instrument for each boy. The results support the general hypothesis and suggest that proactively aggressive boys tend to select proactively aggressive peers as friends; however, mutual influence between stable friends does not appear to account for similarity. These findings are discussed within the framework of G. R. Patterson, J. B. Reid, and T. J. Dishion's (1992) theory of antisocial behavior.     

Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study

Purpose  To examine the relationship between proactive personality, employee creativity, and newcomer outcomes (i.e., career satisfaction and perceived insider status). Design/methodology/approach   A survey was conducted using a 3-wave longitudinal design with 146 Hong Kong Chinese employees from various organizations. Structural equation modeling was used to test the research hypotheses including the mediation effects. Findings   Proactive personality was positively associated with employee creativity and employee creativity was positively associated with career satisfaction and perceived insider status. In addition, employee creativity fully mediated the relationships between proactive personality and career satisfaction and perceived insider status. Implications   Based on self-reported responses, these data show that newcomers with a proactive personality shape their work environments in part through creative behavior, which in turn leads to feelings of career satisfaction and perceptions of being an organizational insider. Our study’s results also show that employee creativity is positively and significantly related to workers’ career satisfaction and perceived insider status, suggesting that employee creativity can improve employees’ attitudes toward their career and perceptions as valued and contributing organizational insiders. Future research may examine other possible variables that might mediate the relationship between proactive personality and individual outcomes. Originality/value  One of the few studies that have examined the intervening mechanism by which proactive personality leads to employee outcomes and examined the effects of proactive personality on employee outcomes in Asian culture. Received and reviewed by former editor, George Neuman.     

Micro-breaks matter: A diary study on the effects of energy management strategies on occupational well-being

Organizational researchers and practitioners are increasingly interested in self-regulatory strategies employees can use at work to sustain or improve their occupational well-being. A recent cross-sectional study on energy management strategies suggested that many work-related strategies (e.g., setting a new goal) are positively related to occupational well-being, whereas many micro-breaks (e.g., listening to music) are negatively related to occupational well-being. We used a diary study design to take a closer look at the effects of these energy management strategies on fatigue and vitality. Based on conservation of resources theory, we hypothesized that both types of energy management strategies negatively predict fatigue and positively predict vitality. Employees (N = 124) responded to a baseline survey and to hourly surveys across one work day (6.7 times on average). Consistent with previous research, between-person differences in the use of work-related strategies were positively associated with between-person differences in vitality. However, results of multilevel analyses of the hourly diary data showed that only micro-breaks negatively predicted fatigue and positively predicted vitality. These findings suggest that taking micro-breaks during the work day may have short-term effects on occupational well-being, whereas using work-related strategies may have long-term effects.     

工作-家庭支持对员工创造力的影响探讨

采用问卷调查法, 以773对上级-下属配对数据为样本, 探讨了工作-家庭支持对员工创造力的影响及其内在作用机制。结果表明, 在我国文化背景下, 工作-家庭支持由组织支持、领导支持、情感性支持和工具性支持四个因素组成, 其中组织支持和领导支持统称为工作领域支持, 情感性支持和工具性支持统称为家庭领域支持; 工作投入中介工作领域支持对员工创造力的影响; 创造性人格在工作投入与员工创造力关系之间起调节作用。     

Exploring the Role of Self-Confidence,Need-for-Cognition,and the Degree of IT Support on Individual Creativity: Multilevel Analysis Approach

In today’s creative economy, individuals generally have not been regarded as reservoirs of creativity who yield sustainable growth in hypercompetitive markets. Individuals rely on IT support to reduce clerical loads and enhance the effectiveness and efficiency of their work as well. When they work in teams, they also require self-confidence and the need for cognition to promote their individual creativity. Data were derived from the members of a large system integration company in South Korea (N = 256, 50 teams). As the study considered variables at both the team and individual levels, we adopted a multilevel analysis approach. We found that individual self-confidence, which indicates the degree of perceived possibility of success at a task, and the need for cognition, the intrinsic motivation to engage in and enjoy thinking, affected individual creativity significantly. Further, the degree of IT support, the team-level variable, had a significant effect on individual creativity. The degree of IT support did not have a significant effect on the relationship between self-confidence and individual creativity, but did have a moderating effect that weakened the relationship between the need for cognition and individual creativity. These findings have implications for theories of members’ creativity in organizations.     

Extroversion Personality,Domain Knowledge,and the Creativity of New Product Development Engineers

Creativity refers to a person’s thinking of new and useful ideas at work. Drawing on the personality literature, this study proposes that employees with high extroversion personality will exchange job relevant information with colleagues to generate creativity. Drawing on the information exchange theory, this study further proposes that the effect of extroversion personality with creativity via information exchange will be stronger for workers with insufficient domain knowledge. Data collected from Taiwanese new product development engineers support our hypotheses. Previous research found that extroverted persons perform more creatively because they are more confident in their abilities. This study further demonstrates that, after controlling for self-efficacy, extroverted engineers can still think of creative ideas via exchanging information with colleagues. Although domain knowledge has been shown as crucial to creativity, few studies have explored how to stimulate creative ideas from workers with insufficient domain knowledge. This study demonstrates a useful substitute for domain knowledge, namely the extroversion personality, which may inspire creativity via exchanging information with colleagues.     

Sources of autonomy support,subjective vitality and physical activity behaviour associated with participation in a lunchtime walking intervention for physically inactive adults

ObjectivesBased on Basic Needs Theory (BNT: Deci & Ryan, 1985), this study examined longitudinal relationships between autonomy support from two sources, psychological need satisfaction, subjective vitality and self-reported physical activity during a walking intervention for physically inactive adults. We proposed that autonomy support provided via a walk leader and the overall programme would independently predict change in subjective vitality and physical activity from baseline to week 16 (post-intervention) and at four month follow-up. Further, we proposed that direct relationships among sources of autonomy support and outcomes would be mediated by autonomy, relatedness, and competence need satisfaction.DesignA longitudinal examination.MethodsParticipants (N = 69; n = 63 females, n = 6 males) from a 16-week walking programme completed a multi-section questionnaire measuring the aforementioned variables at three time points, including a four month post-intervention follow-up.ResultsBoth hypotheses were partly supported. Autonomy support from the walk leader positively predicted changes in subjective vitality from baseline to week 16 and in physical activity from baseline to follow-up. Autonomy support from the programme positively predicted changes in subjective vitality from baseline to week 16. Finally, autonomy gained from the walk leader mediated the relationship between autonomy support and subjective vitality, and between perceived autonomy support and physical activity.ConclusionsFindings indicate that autonomy support from both a walk leader and wider programme can predict psychological need satisfaction, subjective vitality and physical activity. Clinicians and researchers implementing future walking interventions may increase physical activity and subjective vitality by facilitating psychological need satisfaction through autonomy support from both sources.