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Understanding leaders’ proactivity from a goal-process view and with multisource ratings

Wu, Chia-huei, Wang, Ying and Mobley, William H. (2013) Understanding leaders’ proactivity from a goal-process view and with multisource ratings. In: Mobley, William H., Wang, Ying and Li, Ming, (eds.) Advances in Global Leadership. Emerald Group Publishing, Bingley, pp. 57-75. ISBN 9781780520025

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Identification Number: 10.1108/S1535-1203(2012)0000007007


In this chapter, we empirically examine leaders’ proactivity by taking the goal-process view of proactivity and from a multiple-rating source perspective. We proposed five behavioral indicators (envisioning and following goals, planning, solving problems, creating ideas, and championing change) to evaluate the key stages in the process of achieving proactive goals. We collected 360-degree ratings from leaders themselves, their supervisors, colleagues, and subordinates on these key indicators. The specific aim of this study is to (1) assess factorial validity of these five proactivity-related constructs, and (2) gauge whether different rater groups have consistent or different views in evaluating target leaders’ proactivity. Data were collected from a total of 535 part-time EMBA students, and data were analyzed by a Correlated Trait-Uncorrelated Method (CTUM) model. Results showed that (1) the five proactivity-related indicators were highly intercorrelated and can be influenced by a higher-order proactivity factor, and (2) ratings on the same construct but from different raters consistently converged on the same factor, revealing that different raters have a consistent perception in evaluating leaders’ multiple dimensions of proactivity.

Item Type: Book Section
Official URL:
Additional Information: © 2013 Emerald Group Publishing Limited
Divisions: Management
Subjects: B Philosophy. Psychology. Religion > BF Psychology
Date Deposited: 06 Sep 2013 12:29
Last Modified: 16 May 2024 05:35

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