The mediational sequence from body dissatisfaction through dieting to bulimia—often referred to as the “restraint pathway”—has been validated in numerous samples of adolescent girls, but the prevalence rate of bulimic pathology pales in comparison to rates of body dissatisfaction and dieting in this risk group. This discrepancy indicates that the restraint pathway may only apply to adolescent girls possessing certain characteristics or experiencing certain circumstances. Accordingly, the current study examined the moderating roles of thin-ideal internalization, interoceptive deficits, and age by using self-report data from a community sample of 353 middle school (n = 115), high school (n = 112), and college girls (n = 126). We found that (a) body-dissatisfied girls who reported high, versus low, thin-ideal internalization engaged in greater dietary restraint; (b) only dieters who reported high interoceptive deficits and were of college age expressed bulimic symptoms; and (c) the mediating effect pertained only to college girls with high interoceptive deficits, but was strongest for those who reported high, versus low, thin-ideal internalization. These results suggest that the restraint pathway's precision may be fine-tuned through greater sensitivity to potentiating factors and developmental context. Theoretical, empirical, and practical implications are discussed.

The precedents of creativity comprise an important research topic that could help organisations survive fierce competition. To contribute to the literature on creativity, the authors examined the roles of competence and perceived organisational support (POS) in the relationship between servant leadership and follower creative behaviour. The authors proposed and tested a moderated mediation model with data from leader-follower dyads collected in a Vietnamese engineering firm. The results showed that follower competence is a significant mediator of the relationship between servant leadership and follower creativity. Furthermore, POS has a moderated mediating role, such that the mediated relationship (i.e., servant leadership, competence, and creativity) is more salient under high POS than under low POS. Theoretical and practical implications are discussed.

Although emotional labor in the workplace has been of increasing interest to researchers, the complete process of emotional labor has seldom been systematically analyzed. This paper explores the links between emotional job demand and its psychological effects on employees, with a particular focus on the mediation of emotional labor strategies and the moderation of social support. The results of a survey of 679 Chinese employees in the service sector reveal that emotional job demand significantly increases emotional exhaustion and reduces job satisfaction. Two emotional labor strategies, surface acting and deep acting, partially mediate these associations. Social support significantly moderates the relationships between deep acting and emotional job demand and its psychological effects, but does not do so for surface acting. Suggestions are offered accordingly for organizations wishing to reduce the negative influence of emotional labor on employees and improve the efficiency of service enterprises.

This study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.