2026-04-27T21:42:17Zhttps://uvadoc.uva.es/oai/requestoai:uvadoc.uva.es:10324/588352023-03-06T20:03:58Zcom_10324_1184com_10324_931com_10324_894col_10324_1400
UVaDOC
author
Martínez Corcoles, Mario
author
Zhu, Xi
2023-03-06T08:22:14Z
2023-03-06T08:22:14Z
2020
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
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.
eng
Atribución 4.0 Internacional
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
info:eu-repo/semantics/article
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URL
https://uvadoc.uva.es/bitstream/10324/58835/1/Leading-Proactivity-in-Innovative-Startups.pdf
File
MD5
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application/pdf
Leading-Proactivity-in-Innovative-Startups.pdf