In my view, the finding is that authentic leadership relates to higher empowerment and the later to more proactive behaviors.
In this paper, we propose that authentic leadership can promote employees' core self-evaluations, and in turn yield more proactive behaviors for following reasons: Firstly, one important feature of authentic leadership is balanced processing.
Furthermore, for the more proactive SME behaviors we argue that they possess higher capabilities for more radical SOIs with the innovation process itself changing.
Working in organizations with authentic leaders who are more likely to be temperate and open to change, employees may feel more comfortable engaging in proactive behavior.
Therefore, studies on the antecedents of proactive behavior are receiving more and more attention (Fuller et al. 2015; Shin and Kim 2015; Wu and Parker 2017).
To sum up, we expect that employees with high core self-evaluations are more likely to engage in proactive behavior, thus strengthening the relationship between authentic leadership and proactive behavior.
The findings substantiate the importance of conceptualizing addiction from a social/cognitive theoretical framework and the notion that adolescence is the onset period for many addictive behaviors and so more proactive attention needs to be given to reducing these early negative behaviors.
Fourth, our findings also enrich the research results of proactive behavior and provide more antecedent explanations for proactive behavior.
With the upsurge in self-managed teams as well as decentralization, employee proactive behavior is becoming more crucial to organizational success (Grant and Ashford 2008; Parker and Collins 2010).
Instrumentally, they enable more proactive supply chains by predicting customer behavior, calculating fast and cheap shipping routes and foreseeing customer cancelations.
