Author(s)

Yunkai Wang ¹, Zhongdan Liang ², Fang Yan ³

Affiliation(s)

¹ School of Management, Beijing Union University, Datun Street, Chaoyang District, Beijing, China
² Meifu Capital Investment Management Co., Ltd., Nanshan Subdistrict, Qianhai Shenzhen-Hong Kong Cooperation Zone, Nanshan Subdistrict, Shenzhen City, Guangdong, China
³ Beijing Union University Archives, Datun Street, Chaoyang District, Beijing, China

Corresponding Author

Fang Yan

ABSTRACT

In dynamically competitive organizational environments, the mechanism through which leadership negative feedback influences employee proactivity warrants further exploration. Drawing on affective events theory and self-efficacy theory, this study constructs a moderated mediation model using a sample of 635 employees from Company R. Results indicate: Leadership negative feedback exerts a significant negative influence on employee pro; workplace anxiety partially mediates this relationship; self-efficacy negatively moderates the effect of leadership negative feedback on workplace anxiety and attenuates its indirect negative impact on pro through anxiety. This study provides theoretical foundations and practical insights for optimizing leadership feedback strategies, enhancing employee psychological capital, and boosting organizational vitality.

KEYWORDS

Leadership Negative Feedback, Workplace Anxiety, Self-efficacy, Employee Proactivity

CITE THIS PAPER

Yunkai Wang, Zhongdan Liang, Fang Yan, The Impact of Negative Feedback from Leaders on Proactive Behavior among Employees at Company R. Accounting and Corporate Management (2025) Vol. 7: 112-121. DOI: http://dx.doi.org/10.23977/acccm.2025.070417.

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