Babalola, S. S.Setati, T. S,Choeni, Praise2018-06-062018-06-062018-05-18Choeni, P. 2018. The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe. . . http://hdl.handle.net/11602/1145http://hdl.handle.net/11602/1145MCom (Human Resource Management)Department of human Resource Management and Labour RelationsTechnological advancement and, social and economic issues affecting businesses present a multitude of opportunities and challenges to organisations, leaders and employees. These factors have prompted organisational role players to take responsibility in ensuring organisations’ survival. The study sought to determine the influence of the leaders’ emotional intelligence, role-breath self-efficacy and organisational climate on proactive work behaviour at selected customs clearing companies at the Beitbridge Border Post, Zimbabwe. A selfadministered questionnaire was used to collect data from a sample of 204 participants, using the simple random sampling technique. The Statistical Package for the Social Sciences (SPSS) version 25 was used to perform descriptive and inferential statistics. The intercorrelation results showed that leaders’ emotional intelligence, role breadth self-efficacy and the organisational climate were positively and significantly correlated to proactive work behaviour. The following represent the intercorrelation results, leaders’ emotional intelligence (r = 0.34; p < 0.01), role breadth-self efficacy (r = 0.45; p< 0.01) and organisational climate (r= 0.31; p < 0.01). Furthermore, the stepwise multiple regression analysis identified six models in the prediction of proactive work behaviour. Of all the six models identified, the most significant predictor of proactive work behaviour was role breadth self-efficacy (β = 0.46, p < 0.001) with a contribution of 20.7% on proactive work behaviour. The findings were discussed in line with the literature, and the study concludes that employee proactivity at work may differ, based on the leaders’ emotional intelligence, the employees’ role breadth self-efficacy and the organisational climate. The study, therefore, recommends that organisations should take into consideration the factors which influence their employees’ proactivity at work, hence develop programmes to assist the enhancement of such proactiveness.1 online resource (viii, 78 leaves)enUniversity of VendaLeader's emotional intelligenceUCTDRole-breath self-efficacyOrganisational climateProactive work behaviour658.4092096891Management -- ZimbabweLeadership -- ZimbabweEmotional intelligence -- ZimbabweEmotionsExecutive ability -- ZimbabweDissertationChoeni P. The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe. []. , 2018 [cited yyyy month dd]. Available from: http://hdl.handle.net/11602/1145Choeni, P. (2018). <i>The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe</i>. (). . Retrieved from http://hdl.handle.net/11602/1145Choeni, Praise. <i>"The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe."</i> ., , 2018. http://hdl.handle.net/11602/1145TY - Dissertation AU - Choeni, Praise AB - Technological advancement and, social and economic issues affecting businesses present a multitude of opportunities and challenges to organisations, leaders and employees. These factors have prompted organisational role players to take responsibility in ensuring organisations’ survival. The study sought to determine the influence of the leaders’ emotional intelligence, role-breath self-efficacy and organisational climate on proactive work behaviour at selected customs clearing companies at the Beitbridge Border Post, Zimbabwe. A selfadministered questionnaire was used to collect data from a sample of 204 participants, using the simple random sampling technique. The Statistical Package for the Social Sciences (SPSS) version 25 was used to perform descriptive and inferential statistics. The intercorrelation results showed that leaders’ emotional intelligence, role breadth self-efficacy and the organisational climate were positively and significantly correlated to proactive work behaviour. The following represent the intercorrelation results, leaders’ emotional intelligence (r = 0.34; p < 0.01), role breadth-self efficacy (r = 0.45; p< 0.01) and organisational climate (r= 0.31; p < 0.01). Furthermore, the stepwise multiple regression analysis identified six models in the prediction of proactive work behaviour. Of all the six models identified, the most significant predictor of proactive work behaviour was role breadth self-efficacy (β = 0.46, p < 0.001) with a contribution of 20.7% on proactive work behaviour. The findings were discussed in line with the literature, and the study concludes that employee proactivity at work may differ, based on the leaders’ emotional intelligence, the employees’ role breadth self-efficacy and the organisational climate. The study, therefore, recommends that organisations should take into consideration the factors which influence their employees’ proactivity at work, hence develop programmes to assist the enhancement of such proactiveness. DA - 2018-05-18 DB - ResearchSpace DP - Univen KW - Leader's emotional intelligence KW - Role-breath self-efficacy KW - Organisational climate KW - Proactive work behaviour LK - https://univendspace.univen.ac.za PY - 2018 T1 - The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe TI - The influence of the leader's emotional intelligence, role breadth self-efficacy and organisational climate on proactive work behaviour: A case of selected Customs Clearing companies in Zimbabwe UR - http://hdl.handle.net/11602/1145 ER -