Helen M. Williams

TL;DR: Using a sample of U.K. wire makers, a model in which personality and work environment antecedents affect proactive work behavior via cognitive-motivational mechanisms was tested and positive self-reported proactive work behaviors were validated against rater assessments.

TL;DR: Computer simulations suggest that using only survey responders to calculate Dissimilarity typically results in underestimation of true dissimilarity effects and that these effects can occur even when response rates are high.

TL;DR: The authors investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant using external ratings of team's proactive performance, and found that the most proactive teams were those with higher levels of self-management, transformational team leaders, and a higher than average level of proactive personality.

TL;DR: In this paper, the authors investigate the relationship between employee perceptions of surface and deep-level dissimilarity and within-team perspective taking and find that the more dissimilar employees perceive themselves to be from their colleagues in terms of their work style, the less their perspective taking (i.e., lower positive attributions and empathy).

TL;DR: In this paper, the authors conceptualized public service ethos as a multidimensional construct and developed a framework that explains why individuals are motivated by this ethos, how they deliver public services in accordance with this ethos and what ends they perceive it to endorse.