{"id":{"repo_id":"cape-town","oai_identifier":"oai:open.uct.ac.za:11427/20087"},"canonical_url":"https://search.dev.ndltd.org/etd/cape-town/oai:open.uct.ac.za:11427/20087","repository":{"repo_id":"cape-town","name":"University of Cape Town","base_url":"https://open.uct.ac.za/oai/request"},"display":{"title":"Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles","abstract":"This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles.","abstract_html":"This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles.","abstract_has_math":false,"creators":["Minnaar, Heinrich Adrean"],"institution":"School of Management Studies","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Goodman, Suki"],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015","date_published":"2015","updated_at":"2026-07-24T01:33:39Z","subjects":[],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/11427/20087","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Goodman, Suki"]},{"key":"dc:creator","label":"Author","values":["Minnaar, Heinrich Adrean"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2016-06-22T08:57:26Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2016-06-22T08:57:26Z"]},{"key":"dc:date.issued","label":"Date","values":["2015"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["School of Management Studies"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Cape Town"]},{"key":"dc:type","label":"Dc Type","values":["Master Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Masters"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["MSocSc"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/11427/20087"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles."]},{"key":"dc:title","label":"Title","values":["Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles"]}]}],"canonical_facts":{"dc:contributor.advisor":["Goodman, Suki"],"dc:creator":["Minnaar, Heinrich Adrean"],"dc:date.accessioned":["2016-06-22T08:57:26Z"],"dc:date.available":["2016-06-22T08:57:26Z"],"dc:date.issued":["2015"],"dc:description.abstract":["This study investigated the model on the antecedents of proactive behaviour as identified by Den Hartog and Belschak (2012) within the context of entry-level graduate roles (n = 76). A survey was devised which included the use of a five-point Likert-type scale. It was then administered to graduates in entry-level roles in various industries in South Africa to measure the different variables stipulated by the model. When data was analysed, the results revealed that transformational leadership (inspirational), task-related role-breadth self-efficacy (RBSE), and people-related RBSE correlated significantly and positively with proactive behaviour. Transformational leadership (performance) and job autonomy obtained non-significant correlations with proactive behaviour. The results also revealed that job autonomy, task-related RBSE and people-related RBSE did not moderate the relationship between transformational leadership (inspirational or performance) and proactive behaviour. This meant that the display of transformational leadership did not lead to a significant increase in proactive behaviour in low autonomy, low RBSE situations or in high autonomy, high RBSE situations as hypothesised. The unique characteristics of entry-level graduate roles are highlighted by the study - the significance of this model on proactive behaviour in a general employee context potentially may not be relevant to a graduate context. The findings contribute towards research evidence on the development of proactive behaviour in entry-level graduate roles."],"dc:identifier.uri":["http://hdl.handle.net/11427/20087"],"dc:language.iso":["eng"],"dc:publisher.department":["School of Management Studies"],"dc:publisher.institution":["University of Cape Town"],"dc:title":["Transformational leadership, job autonomy and role-breadth self-efficacy : their influence on proactive behaviour in entry-level graduate roles"],"dc:type":["Master Thesis"],"dc:type.qualificationlevel":["Masters"],"dc:type.qualificationname":["MSocSc"]},"updated_at":"2026-07-24T01:33:39Z"}