FOSTERING EMPLOYEES’ PROACTIVE BEHAVIOR BY SERVANT LEADERSHIP: THE MEDIATING ROLE OF PSYCHOLOGICAL SAFETY AND MODERATING ROLE OF COLLECTIVISM IN HIGHER EDUCATION INSTITUTIONS

Abstract

This research investigates the relationship between servant leadership and proactive behavior among employees, using psychological safety as a mediator and collectivism as a moderator. Based on social exchange theory and cultural value approaches, this research hypothesizes a mediated moderated model where servant leadership positively affects proactive behavior through psychological safety, and this positive effect is reinforced when collectivism is high. The data for this research were gathered from employees in higher education institutions, and the findings show that servant leadership is a significant predictor of proactive behavior. Psychological safety partially mediates the relationship between servant leadership and proactive behavior, implying that servant leaders create a safe interpersonal context that promotes initiative and change-oriented behavior. Additionally, collectivism positively moderates the relationship between psychological safety and proactive behavior, magnifying the impact in a collectivist setting. This research has important implications for leadership development and organizational culture in higher education institutions, underlining the need to cultivate supportive leadership and culturally congruent management practices to promote proactive work behavior.