Workplace proactivity has many meanings. The most widely adopted definition suggests workplace proactivity is self-starting, change-oriented and future-focused. But this thesis suggests that this is only part of the story. In this thesis, three objectives were set. First, to examine how employees understand and interpret workplace proactivity. Second, to investigate the complex interplay of proactivity using social identity theory. Third, to explore new or underutilised methods in occupational psychology research i.e. story completion task, narrative analysis. To achieve these objectives, three studies were conducted, and a measure of proactive behaviour was developed. Study 1 was qualitative, with 19 senior managers and directors using semi-structured interviews. It found three themes: i) there is a normative expectation for workers to ‘be proactive’ in the workplace; ii) proactivity can be beneficial but also can be an unpleasant, exhausting and battling experience; iii) proactivity depends on context and can be enacted pro-self, focusing on ‘I’, or pro-socially, focusing on ‘we’. Study 2 sought to develop a measure of proactivity and explore the relationships between various workplace constructs and proactivity via a quantitative online survey. This study had 14 subject matter experts involved in the development of the measure of proactivity and 355 responses to the survey. It found support for two different types of proactivity – a power over type proactivity and a power through type proactivity. Power over proactivity is described as a self-focused, career-driven behaviour, while power through proactivity is seen as more collaborative and organization-driven. Furthermore, there was support for a relationship between power through proactivity, psychological safety and organisational identification leading to lowered levels of burnout. Findings also suggested that different organisational identification components lead to either power over proactivity or power through proactivity. Study 3 was a qualitative study utilising a novel method of story completion. Students and those in full-time employment provided 186 stories for analysis. Four narratives were found: i) proactivity represents a perceived ‘golden opportunity’ at work; ii) power over is perceived as ‘style over substance’; iii) power through is perceived as working to establish trusting relationships; and iv) there is a perceived gender difference in how men and women enact proactivity. Collectively, these studies suggest that there is a normative expectation for people to be proactive at work, with proactivity being something employees strive to be. We also found that there was little agreement on what proactivity is beyond being an action-focused concept. Proactivity does not exist in a vacuum in workplaces as tasks often involve others, and so these studies suggest that the relationships at work matter and how we identify with those we work with matter to proactivity. One can either proactively power over or through others in the workplace, and this depends on how we identify with our colleagues and the workplace. Power over behaviour appears exhausting and challenging for many, whereas power through reduces burnout. Implications for organisations regarding how to harness the best form of proactivity, the possibility of a gendered approach to proactivity and limitations around participants and study design are discussed.
- Proactivity
- Social Identity Theory
- Story Completion
Making things happen at work: Using a social identity approach to explore workplace proactivity. : (Alternative Format Thesis)
Pike, G. (Author). 25 Jun 2025
Student thesis: Doctoral Thesis › PhD