From Struggle to Strength: Coping with Abusive Supervision in Project Teams through Proactive Behavior and Team Building.

While considerable attention has been devoted to positive leadership patterns in the realm of project management, the dark side of leadership has rarely been studied within project teams. To address this gap, we focus on abusive supervision in project teams and develop a team-level moderated mediation model to examine whether, how, and when abusive supervision influences project outcomes by drawing from the Proactive Motivation Theory. Survey data were collected from 132 project teams containing 132 project managers and 392 project members using a multi-source time-lagged survey design. Our findings reveal significant negative relationships between abusive supervision and both project performance and project team creativity. Furthermore, we found that a team's proactive behavior plays a mediating role in these relationships. More importantly, our study identifies that team building mitigates the direct negative impact of abusive supervision on proactive behavior and the indirect effects of abusive supervision on project performance and project team creativity. These findings provide valuable theoretical and managerial implications for abusive supervision and project management scholars and practitioners.

Work-related identity discrepancy and employee proactive behavior: The effects of face-pressure and benevolent leadership.

PURPOSE: Based on social exchange theory and social cognition theory, this paper studies the effect of work-related identity discrepancy on proactive behavior of close-leadership employees through hierarchical regression analysis and examines the mediating effect of face-pressure and the moderating effect of benevolent leadership. METHODS: This work surveyed 516 employees by questionnaire. The first round of survey mainly investigated employees in Changsha City, and the second round of survey mainly investigated employees' work-related identity discrepancy, face-pressure, benevolent leadership and proactive behavior in >10 regions. By tracking and matching, 396 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model. RESULTS: The difference in work-related identity discrepancy had a significant negative impact on proactive behavior. Face-pressure partially mediated the relationship between work-related identity discrepancy and proactive behavior. Benevolent leadership moderated the indirect relationship between work-related identity discrepancy, proactive behavior and face-pressure. We hope that the findings and discussions from this study will spark further exploration and practical application of enterprise management theories. CONCLUSION: In the context of leadership change, employee identity differences in perception can affect employee proactive behavior, especially for some close-leadership employees. Face-pressure in traditional Chinese culture has a prominent place. Managers should strive to foster an open and inclusive organizational atmosphere that promotes interaction and communication among employees, reduces the impact of negative factors like face pressure, and thereby stimulates employees' work initiative and innovative spirit. This enriches and deepens our understanding within the fields of organizational behavior and cross-cultural management.

Influence of mentoring on the proactive behavior of new employees: moderated mediation effect of agreeableness.

Objective: In recent years, faced with a complex economic development environment and the evolving dynamics of the Chinese workplace, talent has become a precious resource that is invaluable yet scarce for every enterprise. As Generation Z employees have gradually entered the labor market, they contribute new perspectives and energies to various enterprises and pose unique challenges. The traditional step-by-step approach no longer meets the needs of today's businesses. Companies require more proactive talents to drive superior performance. Individuals with proactive behavior can effectively plan their career paths and are better equipped to fulfill core organizational tasks. Therefore, it is crucial for organizations to effectively mitigate the perceived negative impacts of proactive behavior, encouraging individuals to exhibit more positive proactive actions. Methods: Based on the proactive motivation model, this study investigates the effects of mentoring, balanced psychological contract, proactive behavior, and agreeableness on the proactive behaviors of new employees. The research surveyed 417 new employees from Guangdong Province, China, who had graduated within the last three years, with a gender distribution of 49.4% male and 50.6% female. Results: Structural Equation Modeling was used for data analysis, and the following results were obtained: First, mentoring positively affected the balanced psychological contract and new employees' proactive behavior. Second, mentoring positively affected the new employees' proactive behavior through the balanced psychological contract. Third, agreeableness played a moderating role in the relationship between mentoring and new employees' proactive behavior, and in the relationship between mentoring and the balanced psychological contracts. Finally, the positive indirect effect of mentoring through the balanced psychological contract on new employees' proactive behavior is positively moderated by agreeableness. Conclusion: The results of this study offer new insights into mentoring research for new employees and provide practical guidance for fostering the balanced psychological contract and proactive behavior among new employees. This research enriches the existing literature on mentoring for new employees by demonstrating the integral roles of agreeableness and a balanced psychological contract in fostering proactive behavior, offering valuable insights for organizational practices aimed at enhancing employee proactivity.

Exploring the influencing factors of patient safety competency of clinical nurses: a cross-sectional study based on latent profile analysis.

BACKGROUND: Clinical nurses play an important role in ensuring patient safety. Nurses' work experience, organizational environment, psychological cognition, and behavior can all lead to patient safety issues. Improving nurses' attention to patient safety issues and enhancing their competence in dealing with complex medical safety issues can help avoid preventable nursing adverse events. Therefore, it is necessary to actively identify the latent profiles of patient safety competency of clinical nurses and to explore the influencing factors. METHODS: A cross-sectional design was conducted. A total of 782 Chinese registered nurses were included in the study. Demographic characteristics questionnaire, Error Management Climate scale, Security Questionnaire, Proactive Behavior Performance scale and Patient Safety Competency Self-Rating Scale of Nurses were used. Latent profile analysis (LPA) was performed to categorize nurses into latent subgroups with patient safety competency differences. Multinomial logistic regression was conducted to explore the influencing factors of nurses' patient safety competency (PSC) in different latent profiles. RESULTS: A total of 782 questionnaires were valid. Nurses' PSC was positively related to error management climate, and psychological safety and proactive behavior. The PSC score was 121.31 (SD = 19.51), showing that the PSC of clinical nurses was at the level of the medium on the high side. The error management climate score was 70.28 (SD = 11.93), which was at a relatively high level. The psychological safety score was 61.21 (SD = 13.44), indicating a moderate to low level. The proactive behavior score was 37.60 (SD = 7.33), which was at a high level. The latent profile analysis result showed that three groups of profile models were fitted acceding to the evaluation of PSC. They were defined as Low-competency Group (74 (9.5%)), Medium-competency Group (378 (48.3%)) and High-competency Group (330 (42.2%). Working years, professional titles, departments, error management climate, psychological security and proactive behavior were the influencing factors of PSC in three latent profiles. CONCLUSIONS: The PSC of clinical nurses had obvious classification characteristics, and the main influencing factors were working years, professional titles, working departments, error management climate, psychological security and proactive behavior. This study suggests that managers should pay attention to the continuous cultivation of patient safety competence among clinical nurses, provide targeted intervention measures for nurses at different work stages, professional titles, and departments, and use efficient management strategies to create a positive error management atmosphere. In patient safety management, providing nurses with more psychological security is conducive to stimulating more proactive behaviors and continuously improving the level of patient safety competence.

Action Speaks Louder: The Role of Proactive Behavior between Creative Leadership and Employees' Creativity.

Drawing on social learning theory, this study presents a moderated mediation model to examine the role of proactive behavior and conformity value in the positive relationship between creative leadership and employees' creativity. Two-wave data are collected from 230 employees and their leaders in an automobile manufacturing enterprise in China, in which employees are encouraged to be creative because they need to implement novel designs and proposals to attract consumers. Statistical analysis reveals that proactive behavior partially mediates the influence of creative leadership on employees' creativity. Conformity value moderates not only the relationship between creative leadership and proactive behavior but also the indirect effect of creative leadership on employees' creativity via proactive behavior. The relationship and the mediating mechanism are stronger in the presence of employees' higher conformity value. We discuss the theoretical and practical implications as well as future research directions of the findings.

Cross Culture Examination of Perceived Overqualification, Psychological Well-Being and Job Search: The Moderating Role of Proactive Behavior.

Purpose: This study delves into the intricate interplay between perceived overqualification, job search behavior, psychological well-being, and proactive behavior, within two distinct and diverse work settings. Methods: Drawing upon the Person-Job Fit theory, we investigated these dynamics in two unique samples: Sample 1 encompassed corporate sector employees in the United Arab Emirates (N=409), while Sample 2 comprised IT sector workers in Pakistan (N=337). Hayes PROCESS macro were used to examine the proposed hypotheses and AMOS (Version 28) were conducted to examine model fitness. Results: In Study 1, we established a positive association between perceived overqualification and job search behavior among employees in the UAE corporate sector. Notably, this relationship was mediated by psychological well-being, suggesting that the impact of perceived overqualification on job search behavior is, in part, channeled through its effects on individuals' psychological well-being. Study 2 showed that proactive behavior exhibited a moderating effect on the negative link between perceived overqualification and psychological well-being. Specifically, employees displaying higher levels of proactive behavior demonstrated a less adverse influence of perceived overqualification on psychological well-being. Importantly, this adaptive effect of proactive behavior was found to indirectly influence job search behavior. Discussion: The findings highlight the nature of perceived overqualification in the workplace and its varying impact on employee behavior and well-being across different cultural and work settings. The mediation by psychological well-being and moderation by proactive behavior in these relationships underscores the importance of individual responses to perceived job fit issues. These insights are crucial for understanding employee behavior in diverse work environments and can inform practices for managing perceived overqualification.

Linking work characteristics to proactive behavior: Mediating role of motivational state.

Purpose: The fascinating topic of work design was demonstrated by academics using work characteristics. There is still much to learn about proactive behavior in contemporary organizations. In this study, proactive behavior was linked to workplace features using a variety of metrics and a motivational state as a mediator. Methodology: In order to accomplish this, survey research was the writers' favored technique. 279 respondents provided self-reporting information and supervisory assessments, from which we acquired data. The analysis was done using the SMART PLS software. Conclusion: The authors arrive at this conclusion after determining that task, knowledge, and contextual factors were most likely linked to proactive employee behavior; social traits and proactive behavior, however, were indirectly related. When it comes to the association between work qualities (task, knowledge, and contextual factors), the motivated state only partially mediates the relationship while it entirely mediates the relationship between social features and proactive behavior. We encourage further investigation to bolster our findings and broaden our model by discovering additional employee outcomes connected to pro-active behavior and social traits. Originality/value: The whole relationship between work characteristics and proactive behavior had not been fully explored in other studies. As a result, our research made tremendous progress in our knowledge of how workplace traits and a variety of proactive behaviors connect to motivation.

How can internal marketing practices help achieve organizational success? / ¿Cómo las prácticas de marketing interno pueden ayudar a lograr el éxito organizacional? / Como as práticas de marketing interno podem ajudar a alcançar o sucesso organizacional?

Abstract Internal marketing is a concept still little recognized and disseminated, with most of the research on this area of marketing focusing on the service sector and well-consolidated and industrialized markets. This article sheds light on the importance of internal marketing practices by identifying their impact on workers' proactive behavior and life satisfaction while observing the effects of affective commitment and job satisfaction. The study collected 428 valid questionnaires from Portuguese workers (218 in the private sector and 210 in the public sector) and applied structural equation modeling to test the hypotheses. The results showed how adopting an internal marketing perspective can contribute to successful organizational and human resource management. It was observed that internal marketing practices lead to affective commitment and job satisfaction in both the private and public sectors, although more pronounced in the private sector. Also, the findings pointed out that the workers' affective commitment leads to adopting proactive behavior and life satisfaction only in the public sector and that job satisfaction leads to proactive behavior and life satisfaction for workers of both the private and public sector. This study contributes to increasing understanding of internal marketing, its applicability, and its importance for workers and organizations. Additionally, comparing the private and public sectors helps understand and show how this practice matches the workers' expectations.

Resumen Este artículo tiene como objetivo arrojar luz sobre la importancia de las prácticas de marketing interno, identificando su impacto en el comportamiento proactivo y en la satisfacción con la vida de los trabajadores, a través de los efectos del compromiso afectivo y la satisfacción laboral. El marketing interno sigue siendo un concepto poco reconocido y difundido. Esta investigación compara estos efectos entre los trabajadores del sector público y privado para reforzar la importancia de dicho concepto. En total, se recogieron 428 cuestionarios válidos de trabajadores portugueses (218 del sector privado y 210 del sector público). Se utilizó el modelo de ecuaciones estructurales para testar las hipótesis de estudio. Esta investigación muestra cómo la adopción de una perspectiva de marketing interno puede contribuir a una gestión organizacional y gestión de personas exitosa. Los resultados mostraron que las prácticas de marketing interno generan compromiso afectivo y satisfacción laboral, tanto en el sector privado como en el público, aunque de forma más acentuada en el sector privado. También se constató que el compromiso afectivo conduce a la adopción de conductas proactivas y a la satisfacción con la vida de los trabajadores del sector público únicamente, y que la satisfacción laboral conduce a la adopción de esta conducta y a la satisfacción con la vida para ambos, sector público y privado. Este trabajo contribuye a una mejor comprensión del concepto de marketing interno y su aplicabilidad e importancia para los trabajadores y las organizaciones. Además, al comparar los sectores público y privado, ayuda a comprender y mostrar cómo esta práctica coincide con las expectativas de los trabajadores de estos dos sectores.

Resumo Este estudo pretende evidenciar a importância das práticas de marketing interno, identificando o seu impacto no comportamento proativo e na satisfação com a vida dos trabalhadores, através dos efeitos do compromisso afetivo e da satisfação no trabalho. O marketing interno continua a ser um conceito com pouco reconhecimento e divulgação, uma vez que a maioria das pesquisas relacionadas com esse campo de marketing é direcionada para o setor de serviços e concentra-se predominantemente em mercados bem estabelecidos e industrializados. Esta pesquisa compara esses efeitos entre trabalhadores do setor privado e público para reforçar a importância deste conceito, sendo que, no total, foram recolhidos 428 questionários válidos junto de trabalhadores portugueses (218 no setor privado e 210 no setor público). O modelo de equações estruturais foi utilizado para testar as hipóteses de investigação. Esta pesquisa mostra como a adoção do marketing interno pode contribuir para o sucesso da gestão organizacional e da gestão de pessoas. Os resultados mostraram que as práticas de marketing interno levam ao comprometimento afetivo e à satisfação no trabalho, tanto no setor privado como no público, embora mais pronunciadas no setor privado. Constatou-se também que o comprometimento afetivo leva à adoção de comportamentos proativos e leva à satisfação com a vida dos trabalhadores, mas apenas do setor público, e que a satisfação no trabalho leva à adoção desse comportamento e à satisfação com a vida para ambos, setor privado e público. Este trabalho contribui para uma melhor compreensão do conceito de marketing interno, da sua aplicabilidade e importância, quer para os trabalhadores, como para as organizações. Além disso, ao comparar os setores privado e público, ajuda a entender e mostrar como essa prática atende às expectativas dos trabalhadores desses dois setores.

The Nexus Between High-Involvement Work Practices and Employees' Proactive Behavior in Public Service Organizations: A Time-Lagged Moderated-Mediation Model.

Purpose: Public service organizations may improve the quality of services they offer citizens by instilling proactive behavior in their employees. This study aimed to provide insights on how high-involvement work practices may indirectly facilitate proactive behavior in frontline government employees via employee commitment. Methods: A time-lagged approach was used to collect data from 542 frontline employees in three waves at 3-week intervals. We tested the hypothesized moderated mediation model using a PROCESS macro bootstrap approach. Results: A moderated-meditation model was applied in which public service motivation was theorized to increase the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. As predicted, the findings show that supervisor' deviant behavior attenuated the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. Conclusion: The findings of this research contribute to the emerging literature on public management and have implications for public sector organizations seeking to improve the quality of services they offer citizens.

Employees' peak experience at work: Understanding the triggers and impacts.

The importance of providing a positive employee experience (EX) has gotten a lot of attention in recent years. However, peak experience (PE), as a highly positive experience, has been studied and applied in the field of human resource management only to a very limited extent. We still know little about how employees' peak experience (EPE) happens and what the impact will be. Therefore, based on the affective events theory and the two-factor theory, our research conducted an in-depth exploration of EPE through three studies. In Study 1, we constructed a theoretical model centered on EPE based on and interview data. In Study 2, we developed and validated a scale for measuring triggers of EPE, which is a four-dimensional scale (elevation, insight, pride, and connection) with 16 items. In Study 3, we adopted structural equation modeling (SEM) to examine the relationship between EPE and its triggers as well as its impacts using data from 424 valid questionnaires. Our research shows that elevation, insight, pride, and connection can trigger EPE; employees are more likely to have proactive behavior (PB) and word-of-mouth referrals after they have PE; and the more job-relevant the triggers are, the stronger the association between PE and PB is. Our research provides a reliable and effective measurement tool for scholars to study EPE, broadens the findings of PE and EX, and points out feasible measures for organizations to create EPE.

Red Tape and Community Workers' Proactive Behavior During COVID-19: Applying the Job Demands-Resources Model.

Since the outbreak of COVID-19, community workers' proactive behavior has played a noteworthy role in the crisis response. Previous research has not highlighted this group and their proactive behavior. To address this important gap, drawing upon the job demands-resources (JD-R) model, this study explores how red tape affects proactive behavior and investigates the mediating role of lack of goal progress (LOGP) and the moderating role of public service motivation (PSM) in this relationship. Based on a two-wave survey with a sample of 656 community workers in China, we found a negative relationship between red tape and proactive behavior. Moreover, this study showed that LOGP mediated this relationship. Contrary to our hypothesis, PSM did not moderate the relationship between LOGP and proactive behavior. These findings have important theoretical and practical implications and can better inform community work during COVID-19.

Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model.

Purpose: The proactive behavior of employees is one of the key determinants of organizational development in a rapidly changing business environment. While much attention has been paid to the antecedents of employees' proactive behavior, little is known about the mechanisms that influence their psychological state and work behavior. The aim of this research is to investigate the relationship between inclusive leadership (IL) and proactive behavior, along with mediating role of employee trust and the moderating role of procedural justice climate. Methods: The data were collected from 40 independent project teams from 30 companies in China, and the hypotheses were tested on 304 available samples, followed by the null model to conduct the cross-level regression analysis. Results: The results indicated that IL significantly affects the employee proactive behavior, in which employee trust played a mediating role. Moreover, procedural justice climate respectively moderates the positive relationship between IL and employee proactive behavior, and the positive relationship between IL and employee trust. Conclusion: IL not only provides emotional support to increase employee trust but also inspires subordinates with a non-active personality to take initiative. Team-oriented organizational structures should promote procedural justice measures to create a trusting and fair work environment that more effectively furthers the effectiveness of IL on positive work behaviors of employees.

High Commitment Work System and Employee Proactive Behavior: The Mediating Roles of Self-Efficiency and Career Development Prospect.

At present, proactive behavior has become a major concern in the field of organizational behavior. Drawing from the proactive motivation theory, this article proposes the influence of a high commitment work system (HCWS) on employees' proactive behavior and constructs the mediation model, including self-efficacy and career development prospect. Moreover, conformity values as a micro context factor are used to illustrate the process that affects employees' proactive behavior. Analyzing the matched data from 117 enterprises and 1,055 employees, this article finds that HCWS are positively related to employees' proactive behavior. This article also finds that self-efficacy and career development prospect are mediated by the relationship between HCWS and employees' proactive behavior. Conformity value moderates the positive relationship between self-efficacy and employees' proactive behavior, but it does not moderate the positive relationship between career development prospect and employees' proactive behavior. This study sheds light on whether and how line managers' leadership influences the human resource management (HRM) process.

Is Job Insecurity Harmful to All Types of Proactivity? The Moderating Role of Future Work Self Salience and Socioeconomic Status.

How and when do uncertain factors affect employees' different types of proactive behavior? Building on the strength model of self-control, the present study examines the different effects of job insecurity on individual-oriented and organizational-oriented proactive behaviors, and the moderating role of future work self salience (FWSS) and socioeconomic status (SES). Two-wave data collected from 227 employees in China were used to test our hypotheses. The results indicate that job insecurity is negatively associated with all the proactive behaviors. Moreover, the FWSS positively moderates the above relationship, and the moderating role on individual-oriented proactive behavior is stronger than organizational-oriented proactive behavior. The SES negatively moderates the relationship between job insecurity and the two types of proactive behaviors. In addition, the FWSS and SES have a three-way interactive effect on the relationship between job insecurity and individual task proactive behavior. The practical implications of these results are discussed.

Job Insecurity and Employees' Taking Charge Behaviors: Testing a Moderated Mediation Model.

Given the rapid changes in current technologies, business models, and work environments, organizations and managers increasingly rely on their employees' proactive behaviors, such as taking charge, to gain competitive advantages. Taking charge involves a range of risky and future-oriented behaviors, and it requires employees to work hard to achieve them in the future. For employees with high job-insecurity, their job continuity in the future is threatened. Thus, they may not be willing to take risks to do additional work that is "future-oriented". To our knowledge, the effect of job insecurity on employees' taking charge has rarely been studied. As a result, the purpose of our study is to investigate whether, how, and when job insecurity will influence taking charge. Drawing on the conservation of resources theory and proactive motivation model, we develop a theoretical model. Moreover, we employed a multi-wave and multi-source survey to test our predictions. Based on the data from 194 full-time employees paired with their direct supervisors, the results provided consistent support for the proposed hypotheses. Specifically, the results indicate that job insecurity prohibits employees' taking charge behaviors through deteriorating their work engagement. Furthermore, employees' perception of interactional justice moderates the negative influence of job insecurity on their work engagement and, consequently, their taking charge behaviors. Theoretical and practical implications are discussed.

Psychometric Evaluation of the Proactive Vitality Management Scale: Invariance, Convergent, and Discriminant Validity of the Romanian Version.

The present research aims to evaluate the psychometric properties of the Romanian version of the Proactive Vitality Management (PVM) scale. Based on the Job Demands-Resources theory, PVM is a proactive behavior that helps employees manage energy at work. Two studies were conducted to test the reliability and validity of the PVM scale. The first study (N = 477) aimed to validate the Romanian version of PVM and test for measurement invariance related to gender. The results of the confirmatory factor analysis indicated a one-factor model and good values of the fit indices. Moreover, the indicators of measurement invariance showed no difference between men and women; both groups interpret the measure in a conceptually similar way. The second study (N = 307) cross-validated the one-factor model, tested discriminant and criterion validity between PVM and other constructs, such as psychological detachment and well-being (e.g., work engagement, health). The results indicated that PVM is indeed a one-factor construct associated with well-being indicators and unrelated to psychological detachment. From a practical perspective, the PVM scale is a reliable and valid instrument for assessing proactive energy management in organizations and developing strategies and interventions for employees to function optimally and reach their work-related well-being. The study also provides evidence of the PVM in the Job Demands-Resources theory as a proactive behavior at work, which represents a new strategy for employees to function optimally at work by deciding when and how to manage their energy.

How does authentic leadership promote taking charge: The mediating effect of team social capital and the moderating effect of absorptive capacity.

Authentic leaders are consistent with the expectations of Chinese traditional cultural values for leaders. The purpose of this study is to take team internal social capital (TISC) as the mediating variable and individual absorptive capacity as the moderating variable to explore the relationship between authentic leadership and taking charge. We collected 337 questionnaires from China and used linear regression to explore the influencing mechanisms and boundary conditions. The study results showed that the trickle-down of authentic leadership and the trickle-round of TISC can directly promote employees' taking charge. Further, individual absorptive capacity positively moderated the relationship between TISC and taking charge. Our study provides a new perspective of leadership support for employees to implement taking charge in the context of high-power distance in China. From the perspective of authentic leadership, it is verified that leadership support is a necessary condition to motivate employees to implement proactive behavior. Moreover, compared with the research on the influence of leadership on proactive behavior, team-related and organization-related factors have not received enough attention. According to the social learning theory, we constructed an integrated framework for the first time in which leadership, team, and individual jointly affect taking charge.

Distributed Leadership and New Generation Employees' Proactive Behavior: Roles of Idiosyncratic Deals and Meaningfulness of Work.

New generation employees have become the main force of the organization, and their proactive behavior directly affects the organization's future development. How to effectively stimulate the proactive behavior of new generation employees has become a hot topic in the field of organizational management. Based on the integrated perspective of social exchange and self-enhancement, we constructed a multistep mediation model to explore the influence mechanism of distributed leadership on the proactive behavior of new generation employees. We designed a three-stage research method of supervisor-employee pairing to collect data from 26 supervisors and 304 new generation employees in a new energy vehicle company in East China. Results indicated that (a) distributed leadership is positively related to proactive behavior of new generation employees; (b) idiosyncratic deals and meaningfulness of work mediated the linkage between distributed leadership and new generation employees' proactive behavior; (c) idiosyncratic deals and meaningfulness of work play a multistep mediation role between distributed leadership and new generation employees' proactive behavior. These findings have theoretical implications for the proactive behavior literature and managerial implications for practitioners.

Team Flexibility in Organizational Change Context: Antecedents and Consequences.

PURPOSE: The purpose of our study is to explore the antecedents and consequences of team flexibility in an organizational change context. In this regard, we considered team flexibility as an important theoretical mechanism under which the insiders would adapt to organizational change. PARTICIPANTS AND METHODS: A sample of 602 individual data that was nested in 108 teams and 43 organizations was used in this study, collecting from 43 enterprises located in mainland China through questionnaires. We adopted HLM 6.08 to testify all the hypothesized relationships and used the Monte Carlo method to create the confidence intervals for all the indirect effects. RESULTS: The empirical results show that 1) balance dimension of ambidexterity and change leadership have a significant positive effect on team flexibility; 2) balance dimension of ambidexterity only has marginal significant effects on employee change-specific adaptive behavior, change-specific proactive behavior, and change fairness. And change leadership has significant positive effects on the three outcomes; 3) team flexibility has a positive influence on the three outcomes. 4) Team flexibility plays a significant mediating role in the links between the balance dimension of ambidexterity and the three outcomes. In addition, team flexibility only has a significant indirect effect on the relationship between change leadership and change-specific adaptive behavior and proactive behavior. CONCLUSION: The current study reveals how team flexibility is established and how such flexibility is associated with employee-level change-specific behavior and perception under an organizational change context. The study indicates that team flexibility is contingent on two factors across two levels: change leadership at team level and balanced ambidexterity at organizational level, which also contributes to individual outcomes of organizational change.