RT info:eu-repo/semantics/article
T1 Leading proactivity in innovative startups: a moderated mediation model
A1 Martínez Corcoles, Mario
A1 Zhu, Xi
K1 Proactivity
K1 Innovation/Technology Management
K1 Innovaciones Tecnológicas
K1 Start-Ups/Venture Capital
K1 Uncertainty
K1 Attitude (Psychology)
K1 Relaciones laborales
K1 Sustainability Management
AB 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.
PB MDPI
SN 2071-1050
YR 2020
FD 2020
LK https://uvadoc.uva.es/handle/10324/58835
UL https://uvadoc.uva.es/handle/10324/58835
LA eng
NO Sustainability, 2020, Vol. 12, Nº. 23, 9878
NO Producción Científica
DS UVaDOC
RD 03-jun-2024