Article1986

PROACTIVE VERSUS REACTIVE MANAGER: IS THE DICHOTOMY REALISTIC?

Lars L. Larson · Robert S. Bussom · William M. Vicars · Lawrence R. Jauch

50 citations0/0 files storedJournal of Management Studies

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Leadership and Management in Organizations Job Satisfaction and Organizational Behavior Leadership, Behavior, and Decision-Making Studies

Abstract

The terms proactive and reactive are frequently used to describe managers. This paper examines the proactive‐reactive behaviour patterns of 16 top‐level managers and compares their behaviour patterns with conceptual views from the literature. The usefulness of the proactive‐reactive dichotomy is evaluated and issues are raised concerning the proactive‐reactive label. It is concluded that the dichotomy is overly simplistic for describing complex managerial behaviour and a more complex model is proposed for examining the proactive dimension.

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References

1974The Nature of Managerial Work 1983The competent manager: A model for effective performance 1981Strategies for change: Logical incrementalism 1979Leadership: The Cutting Edge.1984Standing out and standing in: The psychology of control in America and Japan.1977Who gets power — and how they hold on to it: A strategic-contingency model of power 1977From sales obsession to marketing effectiveness 1981Managers and leaders: are they different?

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