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Given that the relationship between proactive personality and turnover intention is not straightforward in the literature, the authors address two research questions focusing on the nursing profession: does proactive personality negatively influence nurses' turnover intention by alleviating their lack of professional recognition? And does a supervisor’s proactive personality act as a boundary condition for the mediating effects of the lack of professional recognition in the link between proactive personality and turnover intentions?

A moderated mediation model linking proactive personality and turnover intentions was developed and tested on a sample of 579 nurses in 88 work units in general hospitals in South Korea.

The results of multilevel path analysis reveal that proactive personality has a negative indirect relationship with turnover intention via lack of professional recognition. Additionally, the indirect relationship is strengthened when the supervisor’s proactive personality is low.

These findings provide valuable empirical evidence on the inconclusive relationship between proactive personality and turnover intention by highlighting the role of proactive personality in attenuating the influence of negative occupational factors. Moreover, proactive personality as a boundary condition for the aforementioned relationship was empirically examined.

This study aims to investigates the influence of proactive personality on employee radical creativity through transformational leadership, professional ethical standards and creative self-efficacy.

The data were collected from 343 superior–subordinate dyads in China. A confirmatory factor analysis was performed to measure the validity of the variables. A regression analysis was performed to assess the relationship between model assumptions.

The results showed that: (1) Proactive personality was positively related to employee radical creativity. (2) Transformational leadership and professional ethical standards moderated the relationship between proactive personality and radical creativity. Specifically, the relationship between proactive personality and employee radical creativity was strong, as expected. It was the strongest in the presence of high transformational leadership and high professional ethical standards. (3) Creative self-efficacy acted as a mediator in this interaction.

This study is a pioneering investigation in the Chinese context. It empirically examines the interactive relationship between proactive personality and radical creativity through transformational leadership and professional ethical standards. Additionally, it substantiates creative self-efficacy as the psychological mechanism behind this interaction. Consequently, this study offers a comprehensive framework with potential implications for personality assessments in the workplace, leadership training, criteria formulation and enhancement of radical creativity.

This paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.

Servant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.

The results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.

The study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.

This study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

Proactive personality is believed to relate to greater interpersonal helping and lower turnover intentions. Accrued social capital should play a mediating role in this relationship. This paper seeks to address these issues.

The authors used structural equation modeling to analyze the longitudinal data collected from 174 individuals at three points in time. Two dimensions of social capital, i.e. the resource dimension as indicated by information exchange and the relational dimension as indicated by trust relationships were specified.

After controlling for the Big Five personality dispositions, information exchange and then trust relationships sequentially mediated the relationship of proactive personality with helping and turnover intentions.

The research highlights the importance of understanding proactive personality through the social capital perspective. Multiple source data collection method is recommended for further validation of the results.

The research highlights the importance of recruiting individuals high on proactivity, and the importance of further developing and motivating these individuals by cultivating meaningful interactions and nurturing trustful relationships at work. Then, proactive employees would be more likely to engage in helping behavior and to stay with the company.

The paper takes the social capital approach in examining the outcomes of proactive personality. It reveals that resource‐ and relation‐related social capital constructs mediate, in sequence, the relationships of proactive personality with outcomes.

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

This study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.

The results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.

This study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.

By integrating proactive perspective and person-environment fit (P-E fit) perspective, this study intends to examine a moderated mediation model of proactive personality to investigate its effects on employee creativity. The current study proposes felt responsibility for change mediates the relationship between proactive personality and employee creativity. The purpose of this paper is to identify core self-evaluation (CSE) and developmental feedback received as personal and situational moderators on the relationship between proactive personality and felt responsibility for change.

A matched sample from 232 employees and their supervisors of software companies in China was used to test the hypotheses. Hierarchical regression analyses and moderated mediation approach were conducted to examine the proposed model.

The results indicate that felt responsibility for change mediates the positive relationship between proactive personality and employee creativity. CSE and developmental feedback received positively moderate the relationship between proactive personality and felt responsibility for change. In addition, CSE and developmental feedback received are two moderators in the path from proactive personality to employee creativity via felt responsibility for change such as the indirect relationship between proactive personality and employee creativity through felt responsibility for change is more pronounced when CSE and developmental feedback received are higher rather than lower, respectively.

The paper contributes to creativity literature by identifying felt responsibility for change as the mediator on the relationship between proactive personality and employee creativity. The current study also contributes to proactive perspective and P-E fit theory by investigating the moderating roles of CSE and developmental feedback received on the relationship between proactive personality and felt responsibility for change. Although data were collected from multiple sources to avoid common method variance, the cross-sectional design cannot unequivocally examine the direction of causality in this study.

By examining both mediating and moderating effects, the paper contributes to uncovering the black box in which employees with proactive personality exhibit felt responsibility for change and creativity.

The purpose of this paper is to examine the moderating role of political skill in the relationship between proactive personality and citizenship performance, as mediated by career satisfaction.

The authors collected data from a diverse sample of 356 employees, and tested a moderated mediation model, in which proactive personality and political skill jointly impact career satisfaction, which in turn impacts citizenship performance.

The results indicate that career satisfaction mediates the relationship between proactive personality and two forms of citizenship performance, citizenship toward supervisor, and job/task conscientiousness. Political skill moderates these mediated relationships such that proactive individuals who are also politically skilled are more likely to demonstrate greater citizenship toward supervisor and job/task conscientiousness via increased career satisfaction.

The study suggests that proactive employees, due to their enhanced career satisfaction, tend to demonstrate greater organizational citizenship. Such positive tendencies are enhanced when proactive employees are equipped with political skill. Limitations include the use of cross-sectional design and single source data.

Organizations and human resources managers should be aware of the importance of personal career satisfaction and interpersonal competency in building organizational citizenship. Organizations may facilitate citizenship performance by recruiting individuals high in proactive personality and political skill.

Prior research has typically considered career satisfaction as an outcome variable. The authors examine career satisfaction as an intermediate variable leading to citizenship performance. The authors also examine the contingent effect of proactive personality.

Through the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.

Data were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.

Confirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.

This study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

The purpose of this paper is to explore relationships between proactive personality and organizational citizenship behaviors (OCBs). Moderators between these constructs are proposed in order to explain varying levels of dispositional impact on work behavior. These relationships were also tested to see whether proactive personality should be considered a strong or weak trait. Trait activation theory and social exchange theory are used to develop hypotheses.

Data collected via a targeted sampling strategy from 178 supervisor-subordinate dyads spanning multiple industries and organizations were used. Hypotheses were tested using hierarchical linear regression.

Results indicate a positive relationship exists between proactive personality and organizationally directed citizenship behaviors, and that this relationship is moderated by both job autonomy and job meaning.

The paper is one of the first to explore the relationship between proactive personality and citizenship behaviors directed at the organization. It also bolsters the strong trait argument by demonstrating that, even in conditions of low autonomy and meaning, highly proactive individuals will still perform OCBs.

Organizations are facing pressure to reduce costs of training and enhancing the role of self-development that is self-driven and contextual in nature as a means to supplement employee development. The purpose of this study is to investigate the influence of individual and situational factors on self-development as well as the moderating role of situational factors. Individual factors are referred to personal characteristics, i.e. learning goal orientation and proactive personality, while situational factors are environmental conditions, including job autonomy and empowering environment.

Data were gathered from 280 middle managers of the banking sector. Partial least squares structural equation modeling was conducted to validate the model.

The study findings revealed a significant direct relationship of individual (learning goal orientation and proactive personality) and situational (empowering environment and job autonomy) factors with self-development. The study also found only a significant moderating effect of empowering environment in relation to learning goal orientation and self-development, correspondingly job autonomy moderates the relationship of proactive personality and self-development.

The study concludes with offering some implication for organization to focus on self-development activities by providing an empowering environment and job autonomy to its employees, which will result to minimize the overall cost of training. Organizations should also identify the individual factors that lead to self-development like proactive personality and learning goal orientation.

This study gives new insight on the predictors of self-development and their interaction. This study may be a pioneer to empirically validate a theoretical model about the interaction of situational factors between individual factors and self-development. Furthermore, it contributes and advances our knowledge by demonstrating how individual and situational factors are influencing middle mangers’ self-development in workplace.