Background. Employee creativity can help organizations gain competitive advantages for organizational innovation, survival, and long-term success. Creativity is a highly valued psychological construct in the social environment, as it is considered the basis of technological and social innovations, such as advanced and emerging human beings. The marketing department is one of the benchmarks of the company's success with the hard worker, strategy planner and competitive worker, thus proactivity and creative behavior are two individual characteristics required from marketing employees. This research tried to investigated predictors of creativity. Previous research on predictors of creativity can be divided into two, namely individual and environmental factors. The current research focused on individual factors, because we argue that for marketingemployees whose work fundamentally depends on self-initiation, individual factors remain the best predictors for their high performance. Proactivity and voice behavior were two of the individual factors that were examined in relation to creativity. Thus, this research examined proactive personality as a potential antecedent of  creativity and voice behavior mediates this relationship.

Methods. In this study, Data were collected from a sample of 294 matched employee- supervisor pairs who were working in marketing division from various organization in Indonesia. Data were collected using questionnaires. Creativity was measured using creativity scale made by Tierney, Farmer, and Graen (1999), proactivity was measured using proactivity scale made by Seibert, Crant, and Kraimer (1999), and voice behavior was measured using voice behavior scale made by Van Dyne and LePine (1998). We collected the predictor and mediator variables using self-report survey and creativity variable was collected using supervisor-rating survey. The data were analyzed using Hayes’ PROCESS macro on SPSS program.

Results. The results revealed that main effect of proactive personality on creativity was nonsignificant (β = .018, SE = .026, p = 0.63). Voice behavior significantly mediates the relationship between proactive personality and employee creativity as the indirect effect of proactive personality on creativity via voice behavior was significant (indirect effect = .08, SE = .034, 95% CI [.018, .153]). Voice behavior fully mediated the relationship between proactive personality and creativity.

Conclusions. This research contributes to creativity literature by identifying voice behavior as the mediator on the relationship between proactive personality and employee creativity.

Added-values. Previous studies found the small corellations in the relationship between proactive personality and creativity. Therefore, our study contributed to the literature by showing voice behavior as the mediator between proactive personality and creativity. To the best of our knowledge, most research on creativity was conducted in Western context, and this study is enriched the knowledge about creativityfron the non-Western context.

Contribution to the society. Besides theoretical contribution explained above, this study has several practical implications. Organisations should invest in creativity  training and in the selection of employee with this creative style if their aim is to foster and enhance employee’s creativity. They also should invest in organisational climate improvement in order to provide a forum for expressing employee’s opinions and to provide a dynamic platform for being creative in the workplace.

Keywords: proactive personality; employee creativity; voice behavior; marketing employees