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Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles

This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates...

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Main Author: Minnaar, Heinrich Adrean
Other Authors: Goodman, Suki
Format: Thesis
Language:English
Published: School of Management Studies 2016
Subjects:
Organisational Psychology
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access_status_str Open Access
author Minnaar, Heinrich Adrean
author2 Goodman, Suki
author_browse Goodman, Suki
Minnaar, Heinrich Adrean
author_facet Goodman, Suki
Minnaar, Heinrich Adrean
author_sort Minnaar, Heinrich Adrean
collection Thesis
description This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles.
format Thesis
id oai:open.uct.ac.za:11427/20087
institution University of Cape Town (South Africa)
language eng
last_indexed 2026-06-10T12:31:24.573Z
license_str Not specified — see source repository
provenance_str_mv Harvested via OAI-PMH from UCTD — University of Cape Town Open Access Repository
publishDate 2016
publishDateRange 2016
publishDateSort 2016
publisher School of Management Studies
publisherStr School of Management Studies
record_format dspace
source_str UCTD — University of Cape Town Open Access Repository
spelling oai:open.uct.ac.za:11427/20087 Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles Minnaar, Heinrich Adrean Goodman, Suki Organisational Psychology This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles. 2016-06-22T08:57:26Z 2016-06-22T08:57:26Z 2015 Master Thesis Masters MSocSc http://hdl.handle.net/11427/20087 eng application/pdf School of Management Studies Faculty of Commerce University of Cape Town
spellingShingle Organisational Psychology
Minnaar, Heinrich Adrean
Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
thesis_degree_str Master's
title Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
title_full Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
title_fullStr Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
title_full_unstemmed Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
title_short Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles
title_sort transformational leadership job autonomy and role breadth self efficacy their influence on proactive behaviour in entry level graduate roles
topic Organisational Psychology
url http://hdl.handle.net/11427/20087
work_keys_str_mv AT minnaarheinrichadrean transformationalleadershipjobautonomyandrolebreadthselfefficacytheirinfluenceonproactivebehaviourinentrylevelgraduateroles

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