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Proactive Versus Reactive Manager: Is The Dichotomy Realistic?

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  • Lars L. Larson
  • Robert S. Bussom
  • William Vicars
  • Lawrence Jauch

Abstract

The terms proactive and reactive are frequently used to describe managers. This paper examines the proactive‐reactive behaviour patterns of 16 top‐level managers and compares their behaviour patterns with conceptual views from the literature. The usefulness of the proactive‐reactive dichotomy is evaluated and issues are raised concerning the proactive‐reactive label. It is concluded that the dichotomy is overly simplistic for describing complex managerial behaviour and a more complex model is proposed for examining the proactive dimension.

Suggested Citation

  • Lars L. Larson & Robert S. Bussom & William Vicars & Lawrence Jauch, 1986. "Proactive Versus Reactive Manager: Is The Dichotomy Realistic?," Journal of Management Studies, Wiley Blackwell, vol. 23(4), pages 385-400, July.
    • Handle: RePEc:bla:jomstd:v:23:y:1986:i:4:p:385-400
    DOI: 10.1111/j.1467-6486.1986.tb00424.x
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    Cited by:

    1. Zhiang Lin & Kathleen Carley, 1993. "Proactive or Reactive: An Analysis of the Effect of Agent Style on Organizational Decision‐making Performance," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 2(4), pages 271-287, December.
    2. Ozment, John & Morash, Edward A. & Clow, Kenneth E., 1991. "An Examination of Relationships Between Transportation Costs and Service Quality in the U.S. Domestic Passenger Airline Industry," Transportation Research Forum Proceedings 1990s 319057, Transportation Research Forum.
    3. Max M. Weber & Peter Kokott, 2024. "Organizational Resilience and the Attention-Based View of the Firm—Empirical Evidence from German SMEs," Sustainability, MDPI, vol. 16(11), pages 1-24, May.

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