Psychological Flexibility at Work and Employees' Proactive Work Behaviour: Cross-Level Moderating Role of Leader Need for Structure

Che Chun Kuo, Yun Ci Ye, Mei Yen Chen, Lung Hung Chen

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

How to promote employees to be proactive behaviourally is a significant issue in the literature because it would benefit organisations in several ways. Drawing on the acceptance and commitment model, we proposed a new antecedent, psychological flexibility that might contribute to employees' proactive work behaviour. Furthermore, we investigated how the contextual role of supervisor need for structure exhibits a cross-level moderating effect on the relationship between employee psychological flexibility at work and proactive work behaviour based on interactionism. Data from 241 full-time employees and their corresponding 45 managers indicated that employee psychological flexibility was positively associated with proactive work behaviour. More importantly, the supervisor need for structure played a moderating role, suggesting that employees would demonstrate greater proactive work behaviour especially when the supervisors have a high need for structure. Implications for psychological flexibility, proactivity, and person-situation interactional research are discussed.

Original languageEnglish
Pages (from-to)454-472
Number of pages19
JournalApplied Psychology
Volume67
Issue number3
DOIs
Publication statusPublished - 2018 Jul 1

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ASJC Scopus subject areas

  • Developmental and Educational Psychology
  • Arts and Humanities (miscellaneous)
  • Applied Psychology

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