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Leading Proactivity in Innovative Startups: A Moderated Mediation Model

Author

Listed:
  • Mario Martínez-Córcoles

    (Department of Psychology, University of Valladolid, 34004 Palencia, Spain)

  • Xi Zhu

    (Department of Business Administration, Tallinn University of Technology, 12616 Tallinn, Estonia)

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.

Suggested Citation

  • Mario Martínez-Córcoles & Xi Zhu, 2020. "Leading Proactivity in Innovative Startups: A Moderated Mediation Model," Sustainability, MDPI, vol. 12(23), pages 1-17, November.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:23:p:9878-:d:451307
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    References listed on IDEAS

    as
    1. Danny Miller & Peter H. Friesen, 1982. "Innovation in conservative and entrepreneurial firms: Two models of strategic momentum," Strategic Management Journal, Wiley Blackwell, vol. 3(1), pages 1-25, January.
    2. Mario Martínez-Córcoles & Konstantinos D. Stephanou & Markus Schöbel, 2020. "Exploring the effects of leaders’ individualized consideration in extreme contexts," Journal of Risk Research, Taylor & Francis Journals, vol. 23(2), pages 167-180, February.
    3. Frese, Michael, 2008. "The Word Is Out: We Need an Active Performance Concept for Modern Workplaces," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 67-69, March.
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