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hal.structure.identifier
dc.contributor.authorBauer, Talya*
hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorPerrot, Serge*
hal.structure.identifierUniversity of Illinois
dc.contributor.authorLiden, Robert C.*
hal.structure.identifier
dc.contributor.authorErdogan, Berrin*
dc.date.accessioned2019-10-04T13:18:53Z
dc.date.available2019-10-04T13:18:53Z
dc.date.issued2019
dc.identifier.issn0001-8791
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/20015
dc.language.isoenen
dc.subjectnew organizational membersen
dc.subjectsocializationen
dc.subjectjob satisfactionen
dc.subjectwork relationsen
dc.subject.ddc658.3en
dc.subject.classificationjelZ.Z1.Z13en
dc.subject.classificationjelJ.J2.J24en
dc.subject.classificationjelM.M1.M12en
dc.titleUnderstanding the consequences of newcomers proactive behaviors: the moderating contextual role of servant leadershipen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenProactive newcomers are more successful in terms of integration and job satisfaction, than newcomers who are less proactive. However, it is unclear whether contextual factors, such as the leadership style experienced by newcomers, matter. To address this gap in the literature, we gathered data at three times from 247 new employees across their first six months after joining a company in France. Given that past research has found that newcomers play an active role in their own adjustment process, in the current study we investigate how newcomer proactive behaviors relate to the key outcomes of job satisfaction, person-job fit, and person-organization fit. We examined the degree to which servant leadership moderated the proposed relationships. Results revealed that servant leadership generally benefited employee socialization outcomes, especially for employees low in proactive behavior. But at low levels of perceived servant lea- dership, followers were able to compensate for this leadership deficiency the more they engaged in proactive behaviors. Although proactive behaviors did not surpass servant leadership in re- lationships with job satisfaction, P-J, and P-O fit, follower proactive behaviors had the strongest relationships to these outcomes under conditions of low servant leadership. Specifically, the results suggest that newcomer engagement in proactive behaviors is especially important to newcomer adjustment when leaders exhibit low levels of servant leadership.en
dc.relation.isversionofjnlnameJournal of Vocational Behavior
dc.relation.isversionofjnlissue112en
dc.relation.isversionofjnldate2019-06
dc.relation.isversionofjnlpages356-368en
dc.relation.isversionofdoi10.1016/j.jvb.2019.05.001en
dc.subject.ddclabelRessources humainesen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen
dc.description.ssrncandidatenonen
dc.description.halcandidateouien
dc.description.readershiprechercheen
dc.description.audienceInternationalen
dc.relation.Isversionofjnlpeerreviewednonen
dc.relation.Isversionofjnlpeerreviewednonen
dc.date.updated2019-10-04T09:56:56Z
hal.identifierhal-02305810*
hal.version1*
hal.update.actionupdateMetadata*
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