| Abstract [eng] |
The Importance of Structural Empowerment, Empowering Leadership and Psychological Empowerment for the Employee Proactive Behavior Proactive employees are highly valued in modern organizations since they not only can adapt to a rapidly changing environment but are also taking the initiative to make things happen. In order to encourage employees to behave more proactively, it is necessary to understand the reasons behind such behavior. The aim of this study is to investigate the expression of proactive behavior as well its types and its links to structural empowerment, enabling leadership and psychological empowerment. 218 respondents from different organizations participated in the study. Four methodologies were used in this study: Proactive Behavior Scale (Griffin, Neal & Parker, 2007), Conditions of Work Effectiveness Questionnaire (Tvarijonavičius, 2014), Leadership Empowerment Behavior (Tvarijonavičius, 2014), Psychological Empowering Scale (Tvarijonavičius, 2014). The results showed that managers compared to specialists more often demonstrate proactive working behavior and proactive behavior in the group and in the organization. The results also revealed that psychological empowerment mediated the relationship between employee’s proactive working behavior and empowering leadership. Psychological empowerment functioned as a mediator between employee proactive behavior in the group and structural empowerment’s formal power dimension while structural empowerment’s resources dimension predicted employee proactive behavior in the group directly. Finally, structural empowerment’s formal power dimension and psychological empowerment’s impact dimension were significant predictors of employee’s proactive behavior in the organization. |
