The present study is designed to investigate how leader proactive personality and competency jointly relate to team proactivity. Drawing on social cognitive theory, we hypothesize that proactive yet incompetent leaders diminish the magnitude and enhance the dispersion of team role breadth efficacy, defined as the collective confidence to engage in a range of integrative, interpersonal, and proactive tasks, which lowers team proactive performance. The test of the hypotheses, based on two waves of surveys of members of 66 professional work teams and their leaders, reveals three main findings. First, leaders' proactive personality is negatively associated with the magnitude and positively related to the dispersion of team role breadth efficacy when their competency is low. Second, proactive personality is positively associated with the magnitude, but not the dispersion, of team role breadth efficacy if their competency is high. Third, the leader proactivity-competency interactive effect relates positively to team proactive performance, through the mediation of the optimal configuration of team role breadth efficacy (high magnitude + low dispersion). This study thus highlights the need to consider both proactive personality and competency for team management and their implications for leaders' own career success.

本研究旨在调查领导者主动性人格和能力如何与团队主动性相关。借鉴社会认知理论，我们假设主动但不称职的领导者会降低团队角色广度效能的重要性并增强其分散性，定义为参与一系列综合、人际和主动任务的集体信心，这会降低团队的主动绩效. 基于对 66 个专业工作团队成员及其领导者的两波调查，对假设的检验揭示了三个主要发现。首先，当领导者的胜任力较低时，积极主动的人格与团队角色广度效能的大小呈负相关，而与团队角色广度效能的分散呈正相关。其次，积极主动的性格与幅度呈正相关，但如果他们的能力很高，则团队角色广度效能不会分散。第三，通过团队角色广度效能最优配置（高量级+低离差）的中介，领导者主动性-能力交互效应与团队主动性绩效呈正相关。因此，本研究强调需要考虑团队管理的积极个性和能力，以及它们对领导者自身职业成功的影响。