Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain

This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource‐based approach (Hobfoll, ), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task‐related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee–colleague dyads. Focal employees self‐rated their work engagement, job strain, and their supervisor's transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain. Practitioner points Organizations need to avoid high stress that might evoke strain in employees and thereby prevent work engagement from translating into proactivity. This can be achieved, for instance, through training interventions based on a cognitive‐behavioural approach and through organizational interventions aimed at increasing employees’ job autonomy and decision‐making, as well as the implementation of rest periods. Organizations can improve transformational leadership skills in supervisors to increase employee proactivity. Transformational leadership skills can be developed through education, training, and coaching interventions that are based on action‐oriented methods and are aimed at fostering self‐reflection in supervisors.