| Abstract [eng] |
The Relationship Between Strengths-Based Leadership and Employees’ Proactive Behaviour: The Role of Strengths Use and Basic Need Satisfaction. Rugilė Pilipavičiūtė, Vilnius, Vilnius University, 2026, 61 p. In contemporary organizations, employees’ ability to initiate change is becoming increasingly important; therefore, it is relevant to understand which factors support employees’ proactive behaviour. The aim of this study was to examine the relationship between strengths-based leadership and employees’ proactive behaviour and to evaluate the role of strengths use and basic psychological need satisfaction in this relationship. The study included 151 employed adults, whose age ranged from 20 to 66 years (M = 39.9, SD = 11.6), and whose job tenure ranged from 6 months to 41 years (M = 8.0, SD = 9.9). Participants were selected using convenience sampling. Method: the study used Ding and Yu’s (2020) follower strengths-based leadership scale, Van Woerkom, Mostert et al.’s (2016) Strengths Use Scale, Van den Broeck et al.’s (2010) Work-related Basic Need Satisfaction scale, and an abbreviated version of Bateman and Crant’s (1993) Proactive Personality Scale. Results: strengths-based leadership was positively related to employees’ proactive behaviour, strengths use, and the satisfaction of competence and autonomy needs, but it was not significantly related to relatedness need satisfaction. Mediation analysis showed that strengths use, competence need satisfaction, and autonomy need satisfaction fully mediated the relationship between strengths-based leadership and employees’ proactive behaviour. The strongest indirect effect was found through strengths use. The study showed that strengths-based leadership is most strongly associated with employees’ proactive behaviour when employees use their strengths and satisfy their competence and autonomy needs. |
