WHAT DO PROACTIVE PEOPLE DO? A LONGITUDINAL MODEL LINKING PROACTIVE PERSONALITY AND CAREER SUCCESS

Authors

  • SCOTT E. SEIBERT,

    Corresponding author
    1. Department of Managerial Studies University of Illinois at Chicago
      and requests for reprints should be addressed to Scott Seibert, Department of Managerial Studies (MC 243), University of Illinois at Chicago, 601 South Morgan Street, Chicago, IL 60607; sseibert@uic.edu.
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  • MARIA L. KRAIMER,

    1. Department of Managerial Studies University of Illinois at Chicago
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  • J. MICHAEL CRANT

    1. Department of Management, University of Notre Dame
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  • An earlier version of this paper was presented at the Academy of Management Annual Meetings, Washington D.C., 2001.

and requests for reprints should be addressed to Scott Seibert, Department of Managerial Studies (MC 243), University of Illinois at Chicago, 601 South Morgan Street, Chicago, IL 60607; sseibert@uic.edu.

Abstract

We developed and tested a model linking proactive personality and career success through a set of four behavioral and cognitive mediators. A 2-year longitudinal design with data from a sample of 180 full-time employees and their supervisors was used. Results from structural equation modeling showed that proactive personality measured at Time 1 was positively related to innovation, political knowledge, and career initiative, but not voice; all measured at Time 2. Innovation, political knowledge, and career initiative in turn had positive relationships with career progression (salary growth and the number of promotions during the previous 2 years) and career satisfaction. Interestingly, voice had a negative relationship with career progression. We discuss practical implications and future research directions for proactive personality, extra-role behavior, and careers.

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