Given the critical role of leaders in managing employees’ goal-setting, we theorized and examined how leader proactive goal regulation facilitates employee proactive goal processes and outcomes. Based on a sample of 74 leaders and 371 employees who work in research and development groups, we found that employees’ three motivational states—role breadth self-efficacy, psychological ownership, and activated positive affect—were positively associated with job performance via employee proactive goal regulation. In addition, the effects of leader proactive goal regulation on this mediation model were twofold. First, there was a direct effect on employee proactive goal regulation, which, in turn, positively related to job performance. Second, there was a moderating effect of leader proactive goal regulation such that employees delivered high job performance when their leaders were high in proactive goal regulation, regardless of employees’ own levels of proactive goal regulation. This study highlights the importance of not only employee but also leader proactive goal regulation in connecting employees’ proactive motivational states with job performance.

鉴于领导者在管理员工目标设定中的关键作用，我们对领导者主动目标法规如何促进员工主动目标过程和成果进行了理论化和研究性检验。根据在研发团队工作的74位领导者和371位员工的样本，我们发现员工的三个激励状态（角色的广度自我效能感，心理所有权和激活的积极影响）通过员工积极主动与工作绩效呈正相关目标调节。此外，领导者主动目标调节对这种调解模型的影响是双重的。首先，这直接影响了员工积极主动的目标规章，而后者又与工作绩效成正比。第二，领导者主动目标规制产生了适度的影响，即当领导者的主动目标规制程度很高时，员工就可以实现较高的工作绩效，而与员工自身的主动目标规制水平无关。这项研究强调了在将员工的积极性动机状态与工作绩效联系起来时，不仅员工而且领导者积极主动的目标调节的重要性。