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The proactive change behavior of an employee is the key to promoting organizational innovation. However, the proactive change has a certain risk, and many employees are unwilling to implement initiatively. How to promote the occurrence of a proactive change behavior of an employee has become a hot issue in the theoretical and practical areas. Based on the self-disclosure theory, this study uses the questionnaire survey method, containing a total of 32 items, and uses the 5-point Likert scale (1 = strongly disagree and 5 = strongly agree), with the Mplus and SPSS statistical software to analyze the impact mechanism of work-related information sharing of supervisors on the proactive change behavior of employees through the structural equation model. The regulatory effect of non-work information sharing of leaders is analyzed using the latent regulatory structural equation method. The conclusions are as follows: work-related information sharing positively of supervisors influences the family-like employee–organization relationship of employees; the family-like employee–organization relationship and relationship energy play serial mediating roles in the relationship between work-related information sharing of supervisors and the proactive change behavior of employees; non-work information sharing of supervisors moderates the serial mediating path by enhancing the positive influence of work-related information sharing of supervisors on the family-like employee–organization relationship. Theoretically, this study has complemented and enriched the research on the influence mechanism between the information sharing of supervisors and the proactive change behavior of employees. Practically, this study has important implications for supervisors to promote the proactive change behavior of employees by sharing work-related information and non-work information with employees.

frontiers in psychology

How Does Information Sharing of a Supervisor Influence Proactive Change Behavior of an Employee? The Chain Mediating Role of Family-Like Employee–Organization Relationship and Relationship Energy