VISIONARY LEADERSHIP’S EFFECT ON EMPLOYEES’ PROACTIVE BEHAVIOR: A MODERATING AND MEDIATING MODEL
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Abstract
As a key factor for development of an organization, employees’ proactive behavior has become a front issue in the field of organizational behavior. However, there is little research on the promotion factors of employees’ proactive behavior. Based on Social Exchange Theory, this paper proposes a model with moderating and mediating effects as follows: visionary leadership is positively correlated with employees’ proactive behavior; perceived organizational support plays a mediating role between visionary leadership and employees’ proactive behavior; job satisfaction plays a moderating role between perceived organizational support and employees’ proactive behavior; job satisfaction moderates the mediating effect of perceived organizational support between visionary leadership and employees’ proactive behavior. Based on the two-stage paired surveys data of 348 employees and their direct superiors in a service-oriented enterprise, the hypothesis model is verified. This study provides a new theoretical perspective for enriching and expanding the relationship between visionary leadership and employees’ proactive behavior.
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