Analysis the influence of proactive personality on employee creativity with thriving at work as a mediator

Jimmy Hennyta Satya Putra, Aryana Satrya

Abstract


Creativity is one of the factors needed by companies to grow and develop in a dynamic environment during uncertain global economic conditions, including the current pandemic Covid-19 condition. This study analyzes the effect of proactive activity on employee creativity in the banking sector. This study also examines thriving at work as a mediating variable in a proactive relationship to employee creativity. The application of Proactive personality behavior reflects how individuals make changes to find solutions. Data were collected from 108 banking employees. Data analysis used the partial least square structural equation modeling (PLS-SEM) technique. The findings reveal that a proactive personality can improve both thriving at work and creativity. Therefore, it is important to support the development of a proactive personality. Moreover, organizations will also benefit from thriving in the workplace to enhance creative behavior by supporting vitality and learning within the organization.

Full Text:

PDF

References


Alikaj, Albi., Ning, Wei., & Wu, Bingqing. (2021). Proactive personality and creative behavior : Examining the role of thriving at work and high involvement HR practices. Journal of Business and Psychology, 36, 857-869.

Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103–118.

Chen, Lu., Wadei, Kwame., Bai, Shuaijiao., & Liu, Jun. (2020). Participative leadership and employee creativity : a sequential mediation model of psychological safety and creative process engagement. Leadership & Organization Development Journal, 41, 741-759.

Choi, H.-S., & Thompson, L. (2005). Old wine in a new bottle: Impact of membership change on group creativity. Organizational Behavior and Human Decision Processes, 98(2), 121–132.

Elsaied, M. (2018). Supportive leadership, proactive personality and employee voice behavior : The mediating role of psychological safety. American Journal of Business, 34(1), 22-18.

Hair, J., Hult, Ringle, & Sarstedt. (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Sage.

Hair, J., Risher, J., Sarstedt, & Ringle. (2019). When to use and how to report the results of PLS-SEM. European Business Review, vol. 31, no. 1, pp. 2–24.

Handy, C. (1990). The age of unreason. London: Hutchinson.

Kim, Tae., Hon, Alice., & Lee, Deog. (2010). Proactive Personality and Employee Creativity: The Effects of Job Creativity Requirement and Supervisor Support for Creativity. Creativity Research Journal, 22, 37-45.

Major, D. A., Turner, J. E., & Fletcher, T. D. (2006). Linking proactive personality and the big five to motivation to learn and development activity. Journal of Applied Psychology, 91(4), 927–935.

Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016). Paradox research in management science: Looking back to move forward. The Academy of Management Annals, 10(1), 5–64.

Shao, Yan., Nijstad, Bernard., & Tauber, Susanne. (2019). Creativity under workload pressure and integrative complexity : The double edged sword of paradoxical leadership. Organizational Behavior and Human Decision Processes.

Smith, W. K., Lewis, M. W., & Tushman, M. L. (2016). Both/and leadership. Harvard Business Review, 94(5), 62–70.

Smith, W., & Lewis, M. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403.

Spreitzer, G. (1995). Psychological empowerment in the workplace: Dimensiones, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.

Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science, 16(5), 537–549.

Thomas, J. P., Whitman, D. S., & Viswesvaran, C. (2010). Employee proactivity in organizations: A comparative meta-analysis of emergent proactive constructs. Journal of Occupational and Organizational Psychology, 83(2), 275–300.

Xue, Ying., Liang, Hao., & Li, Yuan. (2020). How does paradoxical leadership affect employees’ voice behaviors in workplace? A leader-member exchange perspective. International Journal of Environmental Research and Public Health, 17 , 1162

Yang, Yang., Li, Zhongqiu., Liang, Liang., & Zhang, Xue. (2019). Why and when paradoxical leader behavior impact employee creativity : Thriving at work and psychological safety. Current Psychology, 40, 1911-1922.

Zhang, Y., Waldman, D. A., Han, Y. L., & Li, X. B. (2015). Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of Management Journal, 58(2), 538–566.

Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682–696.

Zhou, J., & Hoever, I. J. (2014). Research on workplace creativity: A review and redirection. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 333–359.

Zu, Jinqiang, X. Shiyong, & Z. Bainan. (2020). The Paradoxical Effect of Inclusive Leadership on Subordinates’ Creativity. Frontier Psychol, 10, 2960.




DOI: http://dx.doi.org/10.33021/icfbe.v3i1.3780

Refbacks

  • There are currently no refbacks.



Editorial Office:

Faculty of Business President University 
Jalan Ki Hajar Dewantara Mekarmukti
Cikarang Utara, Bekasi, Jawa Barat


Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.