在组织环境中，主动行为扮演着至关重要的角色，它体现在主动采取行动和挑战既定规范上，往往能带来绩效的提升和组织的变革。然而，主动行为的影响并非总是正面的，它的效果会受到对不同组织氛围的感知的影响。本研究从观察者的角度探讨了同事主动行为的双刃剑效应。通过情绪认知评估理论的视角，我们提出员工对于同事主动行为的情绪反应会受到他们对所在部门动机氛围感知的影响，进而可能激发出善意或恶意的嫉妒情绪及行为结果。本研究结合了实验和调查数据来验证我们的假设。研究发现，在强调学习与自我提升的掌握氛围中，同事的主动行为会正向影响善意嫉妒。这种善意嫉妒会进一步促进建议寻求行为，展现出对主动同事的积极回应和自我提升的努力。相反，在鼓励竞争和比较的绩效氛围中，同事的主动行为则会导致恶意嫉妒，这可能引发作为防御与阻碍他人手段的知识隐藏行为。本研究为主动行为结果提供了更细致的理解，强调了感知动机氛围在塑造员工情感和行为反应中的作用，为相关研究做出了贡献。此外，本研究还深化了我们对职场中嫉妒现象及其对人际关系和组织成果影响的理解。在实际应用方面，本研究建议组织应该培养一种掌握氛围，以促进同事间的积极互动，并减少在绩效氛围中主动行为可能带来的负面人际影响。

Proactive behavior, characterized by initiative-taking and challenging the status quo, is a pivotal aspect of organizational dynamics. However, its impact is not universally positive, and can be influenced by how it is perceived within different motivational contexts. This study examines the double-edged effects of coworkers' proactive behavior from the observer’s perspective. Utilizing the appraisal theory of emotion as a theoretical lens, we posit that employees' cognitive appraisals of proactive behaviors are shaped by their perceptions of the motivational climate, which in turn can lead to either benign or malicious envy. Our research integrates experimental manipulations and survey data from Chinese employees to test our hypotheses. The findings indicate that in a high mastery climate, which emphasizes learning and self-improvement, coworkers' proactive behavior is positively associated with benign envy. This, in turn, is linked to advice-seeking behaviors, indicative of a constructive response to proactive peers. Conversely, in a high performance climate, which encourages competition and comparison, proactive behavior is associated with malicious envy, leading to knowledge hiding as a defensive strategy. The study contributes to the literature by providing a nuanced perspective on proactive behavior's outcomes, highlighting the role of perceived motivational climate in shaping employees' emotional and behavioral responses. It also advances the understanding of envy in the workplace and its implications for interpersonal dynamics and organizational outcomes. Practically, the research suggests that organizations should foster a mastery climate to encourage positive peer interactions and mitigate the potential negative interpersonal consequences of proactive behaviors in a performance climate.