Proactivity effectiveness alleviates the psychological costs of proactive behavior in low competitive climates

Proactivity is an important work behavior commonly desired and encouraged by organizations. However, a growing number of studies suggest that proactivity can impose psychological costs on employees, leading to greater resource depletion afterward. In this diary study, we contribute to this discussion by examining the contingencies that shape the effects of proactivity on resource depletion. We identify proactivity effectiveness and perceived competitive climate as two crucial factors that condition whether daily proactivity predicts resource depletion. Hypotheses were tested in a sample of 105 employees who completed two daily surveys over a working week. Analyses showed that daily proactivity resulted in less depletion at the end of the workday when proactive efforts were appraised as effective, particularly among employees who perceived lower competition. Our work offers a contingency model that explains how being proactive is (or is not) depleting, contributing to a deeper understanding of the impact of proactivity on employee well-being. JEL Classification: D23