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Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.

A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.

The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.

As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.

Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.

This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.

Although 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).

A questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.

The 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.

The 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.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

This study examined how inclusive leadership in the workplace promotes proactive behavior in employees based on self-determination theories and a model of motivation for proactive behavior.

Using a sample of 270 employees from various provinces in China, we investigated the relationship between inclusive leadership (measured at Time 1), workplace gratitude (measured at Time 1) and proactive behaviors (measured at Time 2). To test our hypotheses, SEM analysis was conducted to measure the path coefficients, followed by bootstrapping analysis to assess the indirect impacts of gratitude at work.

The results suggest that inclusive leadership could enhance subordinates’ propensity to be grateful, which in turn will increase the frequency of their proactive behaviors.

First, the evidence presented further validates the proposed association between inclusive leadership and proactive behavior, and it also enriches related theories. Second, our study introduced workplace gratitude as a mediator, deepening the understanding of the mechanisms linking inclusive leadership and proactive behavior.

Based on person-job fit and self-determination theory, this paper examined the effects of (in)congruence between autonomy expectation and perceived autonomy on proactive behaviour, and the moderating role of humble leadership in this relationship among Chinese public employees.

Data were collected from a two-wave survey, and the research model was tested using polynomial regression and response surface methodology.

Results suggested that employees' proactive behaviour will be highest when autonomy congruence was achieved, while autonomy incongruence led to different levels of proactive behaviour based on the specific situations. Furthermore, the moderating effect of humble leadership was proved such that it accentuated the positive influence of autonomy congruence on proactive behaviour.

Managers should be fully aware of the benefits and importance of person-job fit and strive to reduce autonomy incongruence. Meanwhile, humble leadership should be considered in the context of granting autonomy to boost proactivity.

This paper re-emphasises the importance of autonomy by utilising a congruence perspective to understand the effects of autonomy on proactive behaviour. Meanwhile, it incorporates an important boundary condition, humble leadership, on the effects of autonomy congruence and thus offers a more nuanced understanding. Further, this paper not only highlights the significance of underexplored concepts among public employees, but also extends autonomy (in)congruence study to a new context and culture.

This research examines the role of green, inclusive leadership, corporate social responsibility, and pro-environmental attitudes on proactive pro-environmental behaviour among hotel employees. It further examines the indirect effects of pro-environmental attitudes between green inclusive leadership, corporate social responsibility, and proactive pro-environmental behaviour, as well as the moderating role of psychological contract breach between pro-environmental attitudes and proactive pro-environmental behaviour.

The participants of this cross-sectional study were employees in the Malaysian hotel industry, and 374 usable questionnaires were used for data analysis. The data were analysed using Partial Least Squares – Structural Equation Modelling.

This study found that green, inclusive leadership, corporate social responsibility, and pro-environmental attitudes significantly influence proactive pro-environmental behaviour. For mediating effects, pro-environmental attitudes have been found to mediate the relationship between corporate social responsibility, green inclusive leadership and proactive pro-environmental behaviour.

The research proposes actionable measures to encourage environmentally friendly practices in the hotel sector. For companies to succeed, they must integrate green initiatives with their societal objectives. Pro-environmental mindsets are essential for implementing effective environmental policies, which in turn impact recruitment approaches. The advantages of fostering pro-environmental conduct encompass financial savings, enhanced standing, adherence to regulations, increased innovative thinking and improved workplace well-being.

Over time, environmental degradation has been contributed by individual behaviours and the combined actions of businesses and organisations. This study significantly contributed to a new model underpinned by the Self-determination Theory by including new constructs influencing proactive pro-environmental behaviour.

This article aims to provide knowledge on the antecedents and consequences of individual proactive behaviour. The proposed research model includes two unexplored antecedents (experienced meaningfulness of work and industry competitive intensity) and one consequence (individual proficiency).

Data were collected from 297 salespeople working at 105 enterprises in a range of industries. Data analysis was performed by applying confirmatory factor analysis and structural equation modelling.

The results show (1) a positive association between industry competitive intensity and salespeople’s experienced meaningfulness of work and their proactivity at work; (2) a positive relationship between salespeople’s proactive behaviour and their individual proficiency and (3) that salespeople’s proactivity mediates the relation between industry competitive intensity and the experienced meaningfulness of work and individual proficiency.

The results suggest that managers could stimulate proactive behaviour by increasing the experienced meaningfulness of work. They also indicate that it is not only individual factors that are relevant in stimulating proactive behaviour at work, as contextual factors (particularly external ones) can also influence individual decisions with regard to engaging or not in proactive behaviour. Our findings regarding the positive relationship between proactivity and proficiency would help managers to encourage salespeople’s proactive behaviour.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

Despite the growing body of empirical research on leader anger expressions, the issue of how and when leader anger expressions shape newcomers’ proactive career behavior and work alienation in the construction industry has been largely overlooked. Building upon social information processing theory, this research identifies newcomers’ organization-based self-esteem as a mediator, and suggests that newcomers’ performance goal orientation could moderate the relationship.

A questionnaire study was conducted on the construction industry in China, and the PROCESS program developed by Hayes was used to test the hypothetical model with 215 valid cases.

The results suggest that leader anger expressions are negatively associated with newcomers’ organization-based self-esteem, and organization-based self-esteem mediated the link between leader anger expressions and newcomers’ proactive career behavior and work alienation. Furthermore, the newcomers’ performance goal orientation moderates the negative impact of leader anger expressions on newcomers’ organization-based self-esteem.

Due to the cross-sectional nature of this study, causal implications are difficult to draw. Moreover, all data we received was based on participant self-reports, which may raise concerns about common method variance.

In this paper, we contribute to a deeper understanding of the mediating mechanisms and boundary conditions by which leader anger expressions influence newcomers’ proactive career behavior and work alienation from social information processing perspective, in addition to providing valuable insights for management of newcomers in the construction industry.

Based on the Cognitive Appraisal Theory of Stress, this study aims to reveal the mechanism of peer abusive supervision on bystander proactive behavior through two different paths: bystander assertive impression management motivation and bystander defensive impression management motivation. Besides, the moderating effects of bystander uncertainty tolerance on the two paths are also explored.

In this study, 438 employees and their direct leaders from eight Chinese companies were surveyed in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software.

Peer abusive supervision leads bystanders to develop assertive impression management motivation and, thus, to exhibit more proactive behaviors. At the same time, peer abusive supervision also causes bystanders to develop defensive impression management motivation, which reduces the frequency of performing proactive behaviors. In addition, this study finds that bystander uncertainty tolerance plays a moderating role in influencing bystander assertive impression management motivation and bystander defensive impression management motivation in response to peer abusive supervision.

Starting from the bystander perspective, this study verifies the double-edged sword effect of peer abusive supervision on bystander proactive behavior as well as the mechanism of differentiated effects through cognitive appraisal, which broadens the scope of the research on abusive supervision, and deepens the academic understanding and development of the Cognitive Appraisal Theory of Stress. At the same time, it also provides new ideas for organizations to reduce the negative effects of workplace abusive behavior.