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We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to
test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and
(c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial
implications for organizations seeking to improve employees' proactive behavior.

Moving beyond existing perspectives (e. g., individual difference and leaderrelated factors), we examined the relationship between coworker incivility and proactive behavior. Drawing on affective events theory and the model of proactive motivation, we focused on the mediating role of
employees' emotional energy and the moderating role of mindfulness. To test our model, we analyzed data obtained through a three-wave survey completed by 346 employees. The results indicated that coworker incivility was negatively related to employees' proactive behavior, emotional energy
mediated this relationship, and mindfulness buffered both the relationship between coworker incivility and emotional energy and the indirect effect of coworker incivility on proactive behavior through emotional energy. We discuss theoretical and practical implications and indicate future research
directions.

PurposeAlthough high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study explores how HPWS promote proactive behavior through learning goal orientation (LGO) and customer-oriented behavior (COB).Design/methodology/approachA questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.FindingsThe results show that HPWS positively influenced proactive behavior through COB and that HPWS positively influenced proactive behavior through LGO and subsequently through COB. The findings indicate that COB is vital in linking HPWS to proactive behavior in healthcare service organizations.Originality/valueThe results suggest that HPWS provide job resources that enable health care workers to take initiatives to change their work environment through performance management, incentive systems and training programs. This study is the first to identify the mediating role of COB in linking HPWS to proactive behavior.

The role of entrepreneurial alertness has been increasing to cope with the current fiercely competitive market. Entrepreneurial alertness enables companies to benefit from unseized opportunities and gain a competitive advantage. Therefore, the study explores the role of proactive behavior in enhancing the entrepreneurial alertness of organizations through the mediating role of dynamic capabilities. The study focuses on the Iraqi telecommunication market because of the intense competition between three major telecom companies. Data were collected through a 5-point Likert-scale questionnaire distributed among employees of mobile telecommunications companies in Iraq. The sample aimed to cover different levels in the business hierarchy with a particular focus on the leading positions. Therefore, it included 299 members of boards of directors, branch managers, department heads, and chief supervisors (middle managers). Structural equation modeling (SEM) was used to analyze the responses. Results revealed the positive effect of adopting proactive behavior (e.g., problem prevention, innovation, and holding responsibilities) on entrepreneurial alertness (e.g., scanning, searching for, and evaluating opportunities). The results also approved the mediating role of dynamic capabilities in enhancing the relationship between proactive behavior and entrepreneurial alertness. Therefore, Iraqi governmental telecommunication enterprises are recommended to benefit from the dynamic capabilities of employees (e.g., sensing, learning, integrating, and coordinating capabilities) to maximize the positive influence of proactive behavior on entrepreneurial alertness and, accordingly, improve the prediction of production risks and threats.

In the present study, we rely upon an integration of proactive motivation and performance theories to investigate a neglected research question – when is proactive behavior likely to be rewarded or punished? Based upon a self-determination theory perspective of proactive motivation, we hypothesize that leader feelings of responsibility for constructive change moderate the relationship between follower proactive behavior and performance evaluation. The results of a time-lagged study support this hypothesis, indicating that follower taking charge behavior is rewarded with higher performance evaluations only when leaders feel responsible for constructive change. Following the discussion of findings, we discuss practical implications, potential limitations of the present study and directions for future research.

Very limited attention has been given by scholars to the relationship between servant leadership and employee behaviors in the public sector and not much is known about the mechanisms through which this relationship may take place. This study examines the relationship between servant leadership and proactive behaviors in the Egyptian public health sector and investigates the role of leader–member exchange (LMX) as a mediator. Using a sample of Egyptian public hospital nurses, the results of structural equation modeling (SEM) indicate that servant leadership was positively related to LMX which, in turn, had a significant positive association with proactive behavior. Thus, servant leaders encourage employees to engage in proactive behavior through enhancing the quality of their exchange relationship with their supervisors.

ABSTRACTIn this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self‐managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate support for independent group‐level effects of intrateam support on adaptive and proactive recovery behavior, indicating that perceptual consensus within service teams has incremental value in explaining service recovery performance. In addition, we provide evidence that adaptive and proactive recovery behavior have differential effects on external performance measures. More specifically, higher levels of adaptive performance positively influence customer‐based parameters (i.e., service recovery satisfaction and loyalty intentions), while employee proactive recovery behavior contributes to higher share of customer rates.

I examined the relationship between employees' psychological empowerment and their proactive behavior, and explored the mediating role of self-efficacy in this relationship. Using structural equation modeling, I conducted an empirical test based on survey data obtained from 337 Master
of Business Administration students across 4 universities in South China. The results showed that psychological empowerment and self-efficacy led to proactive behavior. In addition, self-efficacy partially mediated the relationship between psychological empowerment and proactive behavior.
These findings highlight the importance of workplace managers fostering employees' psychological empowerment and self-efficacy to promote proactive employee behavior.

We utilized self-determination theory to understand employees' proactive behavior. Assuming that organization-based self-esteem (OBSE) is a key variable influencing employees' satisfaction status, we proposed that leader–member exchange (LMX) and team–member exchange (TMX)
would affect employees' proactive behavior through their OBSE, and that LMX and TMX would interact, whereby TMX would increase proactive behavior through affecting OBSE when individuals experience low-quality LMX. Data were collected from 315 employees in a Chinese company. The results show
that workplace relationships positively affected OBSE and employees' proactive behavior, and OBSE played a mediating role in these relationships. TMX increased employees' OBSE and proactive behavior under the condition of low-quality LMX. Our results highlight the consequences of workplace
interpersonal interactions on OBSE and proactive behavior. Practical solutions for enhancing employee motivation are recommended.