The role of error management culture in enhancing proactive work behavior through the mediating role of psychological empowerment: a multilevel analytical study

Abstract

The present study proposed a multilevel model to explore how error management culture influenced employees’ proactive work behaviors (problem prevention, voice, taking charge, and individual innovation) through the mediation of psychological empowerment. With questionnaires were administered to a sample of 283 employees from 49 work units of ten public organizations in the province of Muthanna, we conducted multilevel analysis to examine our hypotheses. The authors conducted HLM path analysis to test the effect of  error management culture on the psychological empowerment and proactive work behaviors. The study also examined cross-level mediation effects of psychological empowerment between error management culture and proactive work behaviors. The results of data analysis reveal that error management culture has a significant effects on the psychological empowerment and proactive work behaviors. Moreover, psychological empowerment mediated the relationship between error management culture and proactive work behaviors. According to these findings, a set of conclusions and recommendations were formulated.