Exploring the relationship between middle managers’ proactive strategic behavior and other proactive behaviors
Pfisterer, Matthias De Stobbeleir, Katleen
Pfisterer, Matthias
De Stobbeleir, Katleen
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2023
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Abstract
Research Goals and Why the Work was Worth Doing. How are middle managers proactively initiating changes in their organizations? Fast-moving, complex organizational environments leave only limited space for top-down decision-making (Ashford et al., 2018). Scholars have argued that organizations require every level, from front-line employees to middle managers and senior-managers and executives, to be proactive i.e., to anticipate and self-initiate changes (Crossley et al., 2013; Grant & Ashford, 2008; Strauss et al., 2009). While research has predominantly focused on proactivity oriented towards shaping one’s own role and immediate work environment (e.g., by seeking feedback or job crafting), far less research has explored proactive behavior directed at the organization’s larger goals, such as proactive strategic behavior (Parker & Collins, 2010). Given that especially for managers, contributing to the larger organization is expected and valued, we examine how middle managers’ strategic behavior affects their performance. Specifically, we suggest that middle managers’ proactive strategic behavior (i.e., strategic scanning) will improve their performance, especially when used in combination with proactive behavior focused on the fit with their immediate work environment (i.e., feedback-seeking) and proactive behavior focused on making improvements in their work environment (i.e., voice). In doing so, we advance research on proactive strategic behavior and contribute by increasing our understanding of the relationship between proactive strategic behavior and other proactive behaviors and the impact of proactivity on performance outcomes. Theoretical Background By and large, proactivity literature distinguishes three different categories of proactive behaviors, i.e., proactive work behavior, proactive person-environment fit behavior, and proactive strategic behavior (Parker & Collins, 2010). Despite the advances of proactivity literature has made over the last two decades, research on proactive strategic behavior is still lacking and little is known about the relationship between proactive strategic behavior and other proactive behaviors. Building on prior research we develop a conceptual model to explore this gap in the present study. Methodology We tested our model in a sample of 266 middle manager-supervisor dyads from different companies. Results The results of the analysis show support for the hypothesized relationships in our model. Middle managers’ strategic scanning positively predicts performance and voice acts as a mediator in this relationship, while high levels of feedback-seeking act as a moderator.Limitations The main limitation is based on the cross-sectional survey design in this study. ConclusionsWe show that middle managers use a combination of proactive strategic behavior, proactive work behavior and proactive person-environment fit behavior, which positively affects their performance. Our results indicate that middle managers who scan their environment to identify opportunities and threats can use voice and feedback-seeking to effectively communicate these in their organization and thereby increase their performance.
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Proactivity, Proactive Strategic Behavior, Proactive Strategic Scanning