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The Role of Self-Concept in the Mechanism Linking Proactive Personality to Employee Work Outcomes


  • Pen-Yuan Liao

    Corresponding author
    1. National United University, Taiwan, ROC
    • Address for correspondence: Pen-Yuan Liao, Department of Business Management, College of Management, National United University, 1 LienDa, KungChing Li, Miaoli 36003, Taiwan, ROC. Email:

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  • The author would like to thank Dr Sonnentag and three anonymous reviewers for their insightful comments and suggestions on drafts of this article and Jyh-Jeng Wu (National United University) for his help with the data.


This study uses cognitive consistency theory to develop a model linking proactive personality to employees' work outcomes. This model was tested using a sample of 161 subordinate–supervisor dyads. HLM analysis results revealed that organisation-based self-esteem fully mediated the relationships between proactive personality and the behaviors of job performance and organisational citizenship behavior-voice and partially mediated the relationships between proactive personality and the attitudes of job satisfaction and affective organisational commitment. Furthermore, perceived insider status moderated the relationship between proactive personality and organisation-based self-esteem in such a way that the relationship was stronger for individuals lower rather than higher in perceived insider status.