The performance implications of ambivalent initiative: The interplay of autonomous and controlled motivations

Adam M. Grant, Samir Nurmohamed, Susan J. Ashford and Kathryn Dekas

Organizational Behavior and Human Decision Processes, 2011, vol. 116, issue 2, 241-251

Abstract: Although initiative is thought to contribute to higher performance, researchers have called for a more comprehensive understanding of the contingencies for this relationship. Building on self-determination theory, we propose that initiative is more likely to predict performance when individuals experience autonomous and not controlled motivation. Across two studies, we find support for a hypothesized three-way interaction between initiative, autonomous motivation, and controlled motivation in predicting individual performance. In Study 1, the personal initiative reported by job applicants was most positively related to the number of job offers that they received several months later when they experienced high autonomous motivation and low controlled motivation. In Study 2, the objective initiative taken by call center employees was most positively related to the revenue that they generated in subsequent months when they reported high autonomous motivation and low controlled motivation. We discuss theoretical implications for motivation, initiative, proactivity, and performance.

Keywords: Initiative; Autonomous motivation; Controlled motivation; Self-determination theory; Performance; Proactive behavior (search for similar items in EconPapers)
Date: 2011
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Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:116:y:2011:i:2:p:241-251

DOI: 10.1016/j.obhdp.2011.03.004

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