Leaders' responses to receipt of proactive helping: Integrating theories of approach–avoidance and challenge–hindrance

In: Human relations: towards the integration of the social sciences, Band 77, Heft 4, S. 560-590

Abstract

How do leaders lead in a complex environment? Leaders often rely on help from others. However, not all help is necessarily beneficial to leaders, especially when it is offered without being asked (i.e., proactive helping). Unfortunately, theory to date has failed to understand the consequences associated with leaders' receipt of proactive helping at work. To address this shortcoming, we integrate theories of approach–avoidance and challenge–hindrance to unravel how leaders respond to receipt of proactive helping at work, which enabled us to capture both favorable and unfavorable responses to receipt of proactive helping. Our results demonstrated that leaders with higher levels of approach-oriented characteristics were likely to perceive the receipt of proactive helping as more challenging and less hindering. We further found that leaders' challenge and hindrance appraisals prompt them to engage in transformational and laissez-faire leadership behaviors, respectively. Our work provides an answer to the question of why and under what conditions leaders' receipt of proactive helping results in constructive leadership.