The Research On Proactive Behavior Of Managers

The managers’proactive behavior is the inevitable requirement for enterprises to cope with the reality. On the basis of exploratory case analysis, the manager proactive behavior measurement scale with good reliability and validity is developed. After the preliminary case study and empirical research, the proactive behavior of managers could be divided into five dimensions, respectively, thinking ahead initiatively, identifying opportunities and threats, implementing transformation and innovation, concerning about the long-term performance and keeping track of improvement.There are no significant differences with managers’ proactive behavior in age, educational background, working experience, position category, subordinates number, through descriptive statistics and variance analysis. The proactive behavior of male managers is much better than female managers. Compared with other types of enterprises managers, private enterprises managers express much more proactive behavior. Executives have more proactive behavior than middle and frontline managers.By correlation analysis and regression analysis, it is found that the antecedents of proactive behavior of the different levels of managers are slightly different. The antecedents of executives’proactive behavior include proactive personality, achievement motivation, the external environment, the environment familiarity and working competence. The antecedents of middle-level managers’proactive behavior mainly include proactive personality, achievement motivation, the external environment, the environment familiarity, working competence and superior support. The antecedents of frontline managers’proactive behavior mainly include proactive personality, achievement motivation, working competence and superior support.Organizational change is the mediation between the proactive behavior of managers and organizational performance. The proactive behavior of managers has a significant positive effect on individual performance, but the organizational change is not the mediating variable. For the executives, thinking ahead initiatively and concerning about long-term performance influence individual performance positively, especially in the task performance and contextual performance. For middle-level managers, thinking ahead initiatively, implementing transformation and innovation affect individual performance positively, especially in the task performance and contextual performance. For frontline managers, thinking ahead initiatively affects individual performance positively, especially in the task performance and contextual performance.