The article presents a model of proactive motivation, identifying it as a goal-driven process involving proactive goal generation and striving. Proactive behavior involves self-initiated efforts to bring about change in the work environment or oneself to achieve a different future. The authors identify three motivational states—can do, reason to, and energized to—that prompt proactive goal generation and sustain goal striving. Can do motivation arises from self-efficacy, control, and low cost. Reason to motivation relates to intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal regulation. The authors suggest that individual differences (e.g., personality, values, knowledge, and ability) and contextual variations (e.g., leadership, work design, and interpersonal climate) influence proactive motivational states and thereby boost or inhibit proactive goal processes. The article also discusses the importance of proactive motivation in both low and high levels of organizations, and highlights the role of proactive behavior in enhancing workplace performance and generating positive outcomes beyond work performance. The authors conclude by identifying priorities for future research.The article presents a model of proactive motivation, identifying it as a goal-driven process involving proactive goal generation and striving. Proactive behavior involves self-initiated efforts to bring about change in the work environment or oneself to achieve a different future. The authors identify three motivational states—can do, reason to, and energized to—that prompt proactive goal generation and sustain goal striving. Can do motivation arises from self-efficacy, control, and low cost. Reason to motivation relates to intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal regulation. The authors suggest that individual differences (e.g., personality, values, knowledge, and ability) and contextual variations (e.g., leadership, work design, and interpersonal climate) influence proactive motivational states and thereby boost or inhibit proactive goal processes. The article also discusses the importance of proactive motivation in both low and high levels of organizations, and highlights the role of proactive behavior in enhancing workplace performance and generating positive outcomes beyond work performance. The authors conclude by identifying priorities for future research.