Por favor, use este identificador para citar o enlazar este ítem:https://uvadoc.uva.es/handle/10324/58835
Título
Leading proactivity in innovative startups: a moderated mediation model
Año del Documento
2020
Editorial
MDPI
Descripción
Producción Científica
Documento Fuente
Sustainability, 2020, Vol. 12, Nº. 23, 9878
Abstract
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.
Materias (normalizadas)
Proactivity
Innovation/Technology Management
Innovaciones Tecnológicas
Start-Ups/Venture Capital
Uncertainty
Attitude (Psychology)
Relaciones laborales
Sustainability Management
ISSN
2071-1050
Revisión por pares
SI
Version del Editor
Propietario de los Derechos
© 2020 The Authors
Idioma
eng
Tipo de versión
info:eu-repo/semantics/publishedVersion
Derechos
openAccess
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