The literature on the job demands–resources (JD-R) theory has flourished for the past decade due to the theory's simplicity and its applications in many areas of work life. However, the literature is lacking on how leaders can utilize this theory to manage employees, especially in the Asian leadership context. Using the JD-R theory, the current study investigated each aspect of paternalistic leadership (i.e., benevolent leadership, authoritarian leadership and moral leadership) and its influence on employees' job resources (i.e., work meaningfulness and influence at work), job demands (i.e., emotional and cognitive demands), work engagement, burnout and the processes involved. Four hundred and thirty-one (431) full-time working employees (mean age: 31.58; female: 57.8%) from various organizations in Malaysia participated in the study. Using structural equation modelling, the study's results showed that the benevolent aspect of paternalistic leadership was related to higher work engagement and lower burnout through work meaningfulness (but not through influence at work). In contrast, the authoritarian aspect of paternalistic leadership was related to higher burnout through emotional demands (but not through cognitive demands), while the moral leadership aspect had no significant relationship to employees' job demands or job resources, with a mediation process not found in either relationship. Overall, the study revealed three contrasting mechanisms for each aspect of paternalistic leadership and suggested how paternalistic leadership may be practised in Asian countries.

To better manage our work demands and family demands, we often erect mental or physical ‘boundaries’ to help manage our experiences. However, preferences for preserving these boundaries differ across individuals (e.g., some individuals may prefer to segment work/family roles, while others may prefer to integrate these roles) and employees may not always have similar preferences/values as their supervisors. Applying a resource framework from the job demands-resources model (JD-R; Bakker & Demerouti, 2007), we explicate the process through which supervisor–employee value congruence reduces work–family conflict, when supervisors provide valuable emotional and instrumental resources through family-supportive supervisor behaviors (FSSB). Furthermore, we find evidence that supervisors can demonstrate adequate FSSB even when having incongruent values with employees by fairly allocating and individually tailoring family-support. With a diverse sample of 815 staff members from four southern US universities, we conduct mediation and moderation analyses to test our hypotheses.

Using data from 708 French-Canadian nurses, the present study relies on self-determination theory (SDT) and its proposed motivation mediation model to examine the associations between need satisfaction, work motivation, and various manifestations of psychological wellbeing (work satisfaction, emotional exhaustion, and turnover intentions). To increase the precision and accuracy of these analyses, we relied on analytic approaches that explicitly account for the dual global/specific nature of both work motivation and need satisfaction. Results revealed that nurses' global psychological need satisfaction, and their specific autonomy and competence satisfaction, were positively associated with their global self-determined work motivation and specific intrinsic motivation. In turn, global self-determined work motivation and specific intrinsic motivation were associated with more desirable outcome levels. Nurses' global need satisfaction and specific autonomy satisfaction were also directly associated with more desirable outcome levels. Our results provided support for a partially mediated version of SDT's motivation mediation model.

Using a sample of 21,628 firm-year observations from the Chinese stock market during the period of 2008–2017, this study finds that the divorce–marriage ratio, the proxy for marital demography, is significantly positively associated with corporate greenwashing. This finding suggests that higher divorce–marriage ratio is associated with stronger individualistic social atmosphere, lower conformity to social norms, and more unfavorable attitude towards environmental conservation, abets firms to talk the talk rather than walk the walk, and foments corporate greenwashing. Moreover, China's Environmental Protection Law attenuates above positive relation. Lastly, our conclusions are robust to sensitivity tests using the divorce rate, alternative proxies for greenwashing, and individual-level divorce data, and further our findings are also valid after addressing the endogeneity issue.

The fundamental nature of humility and prosocial motivation entails transcending self-interest to enact behaviors that benefit others. We theorize that leader humility may enact a self-transcendent contagion effect that will manifest in enhanced follower prosocial motivation. Due to the fundamental nature of humility, this construct holds great promise in understanding how contextual signals (i.e., leader behaviors) shape prosocial motivation in followers. In this study, we find that leader humility impacts follower prosocial motivation through followers' perception of work meaningfulness. Specifically, we found that leader humility is positively related to prosocial motivation. We also found that this relationship is mediated by followers' perception of work meaningfulness, and that this mediation is moderated by followers' perception of relational vitality. Theoretical and practical implications are discussed.

Drawing on the job demands-resources model and conservation of resources theory, this study investigates how and when the high-performance work systems (HPWS) influence proactive workforce. Using the data obtained from 204 supervisor-employee dyads in China, we developed and tested a moderated mediation model in which leader-member exchange (LMX) moderates the positive relationship between HPWS and proactive behavior via work engagement. Our results demonstrated that the association between HPWS and proactivity was fully mediated by work engagement. We also found that the indirect effect of HPWS on proactivity was significantly weaker among employees with high-quality LMX. Theoretical and practical implications, as well as directions for future research, are then discussed.

Applying conservation of resources theory, we propose a theoretical model that explains how and when supervisor knowledge sharing affects creative behavior. Specifically, this study examines employee self-efficacy as the core intermediary mechanism and work–family conflict as the boundary condition of the indirect effect of supervisor knowledge sharing on creative behavior via self-efficacy. Drawn from a sample of 147 dyads comprising full-time employees and their immediate supervisors, the results of this study showed support for our moderated mediation model. The findings indicated that supervisor knowledge sharing had a significant effect on creative behavior and this influence is mediated by self-efficacy. Furthermore, our study revealed that work–family conflict attenuated the positive supervisor knowledge sharing's effect on creative behavior via self-efficacy. Implications of our findings for theory and practice are discussed.

To date, empirical research exploring the complex mechanisms of when and how information seeking from supervisor affects newcomers' task-related outcomes remains in its infancy. With a sample of 394 newcomers and their supervisors, drawing on the conservation of resources theory and professional image construction theory, we proposed and confirmed two paradoxical paths regarding perceptions of professional image construction – concern about impairing competence-image and confidence in improving commitment-image – that connect newcomers' information seeking from supervisor with their emotional exhaustion during socialization and ultimately can elevate and degrade their task-related outcomes, respectively. In addition, we found that supervisors' favorable feedback weakened the relationship between information seeking from supervisor and competence-image impairment concern, whereas it strengthened the linkage between information seeking and commitment-image improvement confidence. This study thus provides a more comprehensive picture for scholars and practitioners.

This study provides a new perspective on the determinants of the spread of voluntary corporate social responsibility (CSR) adoption by incorporating the potential role of its adoption by industry competitors. We find supportive evidence that firms make CSR adoption decisions in response to competitive pressure as well as institutional mimetic pressures. Based on an event history analysis of longitudinal data from a sample of 711 Korean publicly traded firms over a 12-year period, our findings suggest that the CSR behavior of competitors is positively associated with a focal firm's earlier adoption of CSR, leading to the diffusion of CSR across firms. Specifically, this study shows that the pure rivalry-driven pressure from non-leader competitors has a stronger positive relationship with earlier CSR adoption. The results also indicate that a firm's CSR adoption decision is accelerated by competitive rivalry as well as social pressures arising from institutional mimetic isomorphism.

Drawing upon Parker, Bindl, and Strauss' [(2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827–856] model of proactive motivation, we provide an explanation for how employees who exhibit a high need for achievement can take a proactive initiative through the expression of voice. Importantly, the extent to which employee voice can bring about desired changes depends largely on how positively received the behavior is by those in higher positions, such as supervisors. In this regard, we further highlight the facilitating role of supervisor developmental feedback in shaping the effectiveness of voice behavior. Data from 392 independently matched subordinate–supervisor dyads from Japan provide empirical support for proposed relationships as follows: (a) there is a positive mediating relationship between the need for achievement, employee voice, and supervisors' evaluations of employee task performance and discretionary work effort, and (b) the mediating relationship becomes stronger when supervisor developmental feedback is high. Theoretical and practical implications are further discussed.

Responding to the call for more research on cognitive crafting, this study focuses on employees' reframing of their job characteristics to assign higher importance to job resources and downplay the relevance of costly job demands. Furthermore, it examines how these proactive cognitive strategies are embedded in an overall job crafting process, including both cognitive and behavioral aspects, and linked with work engagement. Preliminary results (n = 247) support the conceptualization of cognitive crafting encompassing approach and avoidance aspects targeting resources and demands, respectively. Moreover, three-wave data (n = 84) show that employees' cognitive efforts to highlight the centrality of job resources influence work engagement over time. Importantly, proactively organizing work leads to higher work engagement by prompting cognitive reframing of the relevance of job resources as central to one's work. Differently, cognitive efforts to downplay the relevance of hindering job demands are unrelated to following proactive behaviors and work engagement.

To understand the extent to which employees choose to improvise under authoritarian leadership, we applied social information processing theory to examine the mechanisms and boundary conditions of such leadership’s influence on subordinates’ perceptions of managerial intolerance of errors and their improvisation from the perspective of negative leadership. Data from a multi-wave questionnaire survey of 319 frontline teams analysed using SPSS and Mplus revealed that authoritarian leadership can have an inhibitory effect on subordinates’ improvisation due to perceiving managerial intolerance of errors. Even so, the negative mediating effect is significantly weakened by the moderating effect of a leader–member exchange (LMX) relationship and task complexity. That is, when the level of the LMX relationship or task complexity is high, it mitigates authoritarian leadership’s indirect inhibitory effect on subordinates’ improvisation via their perceptions of management’s intolerance of errors.

Research on interorganisational collaboration is longstanding however the role leadership plays in such collaborations is often neglected. Using grounded theory, we present a process model of ‘leadership by cavea’ whereby the relationships across organisations involved in a collaborative project were structured according to hierarchies of privilege, determined by the inherent power of ‘bonding’ social capital. While it emerged that cultural capital was a more valuable resource, this was recognised too late in the leadership process for it to make a necessary contribution. Our findings demonstrate that when seeking to practice collaborative leadership across organisations, individuals and the organisations they represent must be aware of the power they hold and wield, even needing to share or relinquish power to ensure that hierarchies of privilege do not hinder efforts to achieve mutual goals.

In an era of hypercompetition, research and development (R&D) investments are vital for organizations to stay competitive. This microlevel study draws on dynamic managerial capability (DMC) theory to explore the mechanisms contributing to competitive advantages. It posits that DMCs enhance firm performance by increasing R&D spending, and explores the moderating role of slack resources due to their effect on resource availability. Employing hierarchical regression analysis and bootstrapping methods on a longitudinal sample comprising 31 German DAX firms, the findings robustly demonstrate that DMCs facilitate firm performance by fostering R&D expenditures and confirm the moderating effect of specific slack resources. However, only internal but not external slack resources amplify the relationship between DMCs and R&D intensity. Overall, this study emphasizes the critical role of managers’ microlevel capabilities in determining firm performance and sheds light on how different slack resources influence the relationships between DMCs, R&D intensity, and firm performance.

Promoting knowledge sharing among employees is vital for companies whose competitive advantage is based on innovation. However, there is inadequate empirical evidence to show that human resource practices intensify knowledge sharing. Thus, this study examines whether high-commitment human resource management can boost knowledge sharing among staff members. A cross-sectional survey of permanent employees was conducted (N = 480) to examine the suitability of the secondary constructs ‘knowledge sharing in the organisation’ and ‘high-commitment human resource management’ using confirmatory factor analysis; their mutual relationship via structural equation modelling was also explored. The findings indicate that high-commitment human resource management increases knowledge dissemination in organisations. Additionally, they suggest that firms should concentrate on hiring selectively, providing autonomy and motivating work tasks to employees, setting practices for performance management and career management, and investing in employee training and development to support firm innovativeness.

Information asymmetry about the employee's state of health means that workers may decide to work (or not) when they are sick, which turns presenteeism into a principal-agent relationship. From this new perspective, presenteeism can be explained by some distinct and original factors such as implicit incentives related to motivation and a sense of autonomy (empowerment, job usefulness, and recognition) and explicit incentives given by wages and other non-economic benefits (training and career prospects). In a sample of European workers using multilevel (by country) Tobit models, we find that short-term incentives and workers' empowerment increase presenteeism, while long-term incentives reduce it. As expected, supervision is ineffective in controlling presenteeism, while relationships based on trust have a positive impact. Finally, we propose several practices related to incentives, training, monitoring, occupational health and safety and job design specifically intended to manage presenteeism and its consequences in six areas of the human resources function.

Although practitioners and scientists agree that user adoption of new technologies is a key success factor in digital transformations, little is known about how specific management factors are related to user behavior. In particular, the temporal nature of digital transformation projects is largely neglected. Therefore, we propose a systematic, theory-based framework for the management of digital adoption (MDA) and derive specific process-oriented hypotheses for content-, process-, and context-related management factors, their relationships to user adoption, and underlying psychological processes (e.g., performance expectancy or social influence). We applied the MDA framework in the context of a large digital transformation project in a logistics company in a two-wave research design. We tested the process-oriented hypotheses based on latent change score analysis among 1,095 users. The results support the assumption that changes in management factors, largely mediated by changes in the psychological processes, lead to changes in user behavior.

Previous research has primarily focused on the impact of basic psychological needs frustration on parenting styles and its effect on children. However, there is a lack of research on the impact of basic psychological needs frustration in mothers, particularly those who work full time. To fill the gap, this study explores how frustration of needs experienced by full-time working mothers in the family context relates to their experience of maternal stress and family-to-work conflict and the moderating role of financial motivation to work. In a three-wave study of 168 full-time working mothers, we discovered a positive correlation between basic psychological needs frustration and maternal stress, which in turn led to family-to-work conflict. These relationships were more pronounced among mothers with lower financial motivation to work, as opposed to those with higher. We conclude by discussing the implications of our research and suggesting areas for future study.