2026-04-30T05:14:52Zhttps://uvadoc.uva.es/oai/request

oai:uvadoc.uva.es:10324/588352023-03-06T20:03:58Zcom_10324_1184com_10324_931com_10324_894col_10324_1400

00925njm 22002777a 4500 dc Martínez Corcoles, Mario author Zhu, Xi author 2020 Despite the growing research interest in proactivity, little is known about the relational mechanisms that cultivate individuals’ proactivity in the workplace. This research aims to explore the leader–follower relational mechanisms leading to employee proactive performance in innovative startups. The sample consisted of 83 employees from eleven startups. Conditional process modeling was conducted to explore the background relational mechanisms of employee proactive performance. Employees with upward psychological safety (who felt safe to speak up and contribute in front of their leaders) were willing to go beyond their formal roles and job descriptions for the sake of the firm (challenging role orientation). In turn, this orientation predicted self-directed efforts and initiated better ways of doing their job (proactive performance). Under high levels of perceived uncertainty, upward psychological safety was a stronger predictor of proactive performance through a challenging role orientation. This study reveals that upward psychological safety is critical for enhancing employee proactivity at work, particularly under high uncertainty. Sustainability, 2020, Vol. 12, Nº. 23, 9878 2071-1050 https://uvadoc.uva.es/handle/10324/58835 10.3390/su12239878 9878 23 Sustainability 12 2071-1050 Proactivity Innovation/Technology Management Innovaciones Tecnológicas Start-Ups/Venture Capital Uncertainty Attitude (Psychology) Relaciones laborales Sustainability Management Leading proactivity in innovative startups: a moderated mediation model