proactive Personality

Background: Regarding the increasing global competition and uncertainty in todaychr(chr('39')39chr('39'))s world, employee dynamism is becoming an essential requirement for new organizations. The aim of this study is to The Role of Ethical Leadership and Proactive personality on Organizational Citizenship Behaviors(OCBs) according to the mediating role of employeeschr(chr('39')39chr('39')) emotions. Method: The research is descriptive and correlational. The statistical population of the study includes the staff of Kermanshah Petrochemical Urea and Ammonia Company with 470 people, and in the sampling process using Morgan table, a sample of 212 people was obtained. The sampling method in this study is a stratified random sampling. For collecting data, Five standard questionnaires of ethical leadership, Proactive personality, Positive emotions, Negative emotions and OCBs were used. Using SPSS and Smart PLS2 software and structural equation modeling methods, data analysis showed that ethical leadership affects employeeschr(chr('39')39chr('39')) organizational citizenship behaviors. Results: The results of the research showed that the relationships between ethical leadership with OCBs and positive emotions were meaningful and positive. And the relationship between ethical leadership and negative emotions is significant, but this is a negative one. And the relationship between Proactive personality with OCBs through the positive emotions is not meaningful. Also, the results of structural equation modeling indicated that ethical leadership 15% OCBs, ethical leadership 20% positive emotions, ethical leadership -21% negative emotions, ethical leadership 18% OCBs through the positive emotions, ethical leadership -43% OCBs through the negative emotions, Proactive personality 22% OCBs through the positive emotions, Proactive personality -32% OCBs through the negative emotions can be predicted, respectively. Conclusion: Ethical leadership also affects employeeschr(chr('39')39chr('39')) emotions. Through emotions, ethical leadership affects OCBs. Employeeschr(chr('39')39chr('39')) proactive personality does not affect OCBs through positive emotions, while this proactive personality influences OCBs through negative emotions.

This study aimed to investigate the effect of proactive personality on innovative work behavior and creativity of teachers through the mediation of intrinsic motivation and thriving at work. This study was correlation using descriptive methods and structural equation modeling for applied goals. In this regard, 250 people were selected from 711 senior high school teachers in Urmia City by stratified random sampling method and using Morgan Table. To collect data, the questionnaires, including Buck's proactive personality (2011), Scott and Bruce's innovative work behavior (1994), Tierney et al.'s work creativity (1999), Kern's thriving at work (2018), and Tierney et al.'s intrinsic motivation of employees (1999) were used. After confirming face and content validity, the construct validity of every questionnaire was calculated using confirmatory factor analysis and its concistency was calculated using Cronbach's Alpha. All variables had a Cronbach's alpha coefficient above 0.7. Data analysis was performed using SPSS and PLS3 software. The results of testing research hypotheses showed that the proactive personality had a positive effect on teachers' innovative work behavior and creativity and intrinsic motivation mediated this relationship. Also, teachers' work thriving as a result of these interactions increased creativity and innovation in the teaching process. Based on the findings, it was suggested that schools should strengthen teachers' proactive personality traits and intrinsic motivation by designing educational programs and workshops to develop creative skills. This will not only help improve the quality of teaching, but also can also lead to the creation of a dynamic and creative educational environment.