Explore the vast range of titles available.

This study explored the effects of inclusive leadership on employee well-being and innovative behavior. We also investigated the mediating role of person-job fit in these relationships. We tested these effects on a sample of 207 employees in five telecommunication companies in Vietnam, using a questionnaire survey. The results showed that inclusive leadership is positively related to employee well-being and innovative behavior, and that person-job fit mediates these relationships. The study makes theoretical contributions to the literature of leadership and organizational psychology, and suggests useful managerial implications for organizations to boost employee well-being and innovative behavior. Taking a cultural approach, this study provides empirical cross-cultural validity of the effect of inclusive leadership on employee well-being.

Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today‘s rapidly changing business environment. The aim of this study is to investigate the relationship between empowering leadership and the commitment to organizational change of Korean employees and also examine whether risk-taking behavior mediates the above relationship. Moreover, we attempt to address the moderating role and mediated moderating role of task complexity in the relationship between risk-taking behavior and commitment to organizational change. The main hypotheses were tested using a cross-sectional design, with questionnaires administered to 275 employees working in Korean firms. The results of the empirical analysis revealed that empowering leadership was positively related to commitment to organizational change. The results also showed that risk-taking behavior positively mediated the relationship between empowering leadership and employees’ commitment to organizational change. More importantly, we found that the indirect effect of empowering leadership on commitment to organizational change via risk-taking behavior was stronger when task complexity was high. Uncovering the relationship between empowering leadership and employees’ commitment to organizational change through the mediating role of risk-taking behavior and the mediated moderating role of task complexity has useful theoretical and practical implications. The limitations of the study are discussed along with suggestions for future research.

Knowledge acquisition practices are important to enterprises, particularly since market competition is intensifying. In recent years, organizations have begun to pay more attention to knowledge sharing practices. Many organizations are looking for methods to motivate their employees to actively share knowledge with other employees. This study uses the conservation of resources theory to examine coaching leadership as an antecedent—and employee well-being as a mediator—in facilitating knowledge sharing intention; it finds that self-efficacy is the boundary condition in these relations. We collected data in two waves and recruited participants online—full-time employees in the UK and US. Using a sample of 322 employees, we conducted a confirmatory factor analysis to test the validity of the results and used hierarchical multiple regression to examine the direct and interaction effects. Then, we used the bootstrapping method to test the indirect and moderated mediation effects. Our results show that coaching leadership is positively related to knowledge sharing intention, and employee well-being mediates the relationship. Moreover, self-efficacy positively moderates the direct and indirect effects. Our findings demonstrate that employee well-being is a mediating mechanism in the relationship between coaching leadership and knowledge sharing intention, with self-efficacy acting as a boundary condition.

The purpose of the present study is to examine the effects of team level Corporate Social Responsibility (CSR) promotion climate on work happiness of team members. Furthermore, we investigate the mediating role of organizational identification at individual level and the moderating role of leader–follower value congruence at the team level in the relationship between CSR promotion climate and work happiness, thus overcoming the limitations of previous studies which mainly focused on a unitary level of analysis. To this end, a multilevel analysis was used, dealing with team- and individual-level relationships; the sample comprises 70 teams and 336 employees from 23 Korean firms. Our empirical analysis revealed that a team CSR promotion climate positively influenced team members’ happiness at work and organization identification. Furthermore, organization identification partially mediated the relationship between team CSR promotion climate and happiness at the workplace. By interacting with team CSR promotion climate, leader–followers value congruence positively regulated the influence of team CSR promotion climate on happiness at work. In this process, for a group with high leader–follower value congruence, the team CSR promotion climate strengthens team members’ happiness at the workplace. The study utilizes a multilevel analysis method to simultaneously verify team- and individual-level elements positively affecting team members’ happiness at work. Through this method, it confirmed that CSR promotion climate and team organization identification positively influence happiness at work. The theoretical and practical implications are presented, and directions for future research with limitations of the study are discussed.

This study investigated the effects of a leader’s feedback behavior on the followers’ innovative behaviors, and the mediating effects of voice behavior and job autonomy in the above relationship. To test the analytical model with the hypotheses, survey data were collected from 527 Korean employees working in 35 companies from manufacturing, distribution, and service industries. A structural equation model analysis was performed to test the hypotheses. The results of our empirical analysis are as follows. First, it was found that positive feedback from the leader positively influenced the followers’ voice behaviors, job autonomies, and innovative behaviors. Second, voice behavior and job autonomy were confirmed to have a positive mediating effect between the leader’s feedback and the innovative behavior of the followers. These findings imply that a leader’s feedback behavior contributes toward enhancing the followers’ innovative behaviors in the process of organizational innovation. We suggest that organizations and managers pay attention to the benefits of feedback activities and facilitate key mechanisms that connect them to employee innovation behavior, effectively.

Previous research, that showed that corporate social responsibility (CSR) had positive effects on the corporate image and performance, has attracted much attention and resulted in an increasing number of follow-up studies. However, CSR-related activities are focused on their effect on external stakeholders, although they are social service activities geared towards internal and external stakeholders, thus showing a research gap regarding the effects of internal stakeholders on organizational effectiveness. Therefore, this study investigated the mediating effects of the value congruence climate and prosocial behavior among the team members in the relationship between leader’s CSR perception and team members’ psychological well-being, using a multilevel analysis of the relationship between the team and individual level factors. For the empirical analysis, 69 teams (334 employees) were sampled from 23 Korean small and medium-sized enterprises (SMEs). Analyses revealed a positive effect of a leader’s CSR perception on the team members’ psychological well-being. Furthermore, a leader’s CSR perception had a positive effect on his/her team’s value congruence environment and team members’ prosocial behavior. The team’s value congruence environment and team members’ prosocial behavior were found to mediate the relationship between the leader’s CSR perception and team members’ psychological well-being. The relationships among these variables were investigated using a multilevel analysis model capable of simultaneous validation of team- and individual-level factors associated with team members’ psychological well-being. Future research directions were then discussed based on the theoretical and practical implications and limitations of the study results.

Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.

This study investigated the effect of entrepreneurial orientation on firm performance with the firm resource orchestration capability and environmental dynamics in moderating roles. Using survey data collected from 301 Korean manufacturing and service firms, we devised a three-way interaction model to uncover the complex and dynamic conditions that maximize the effect of entrepreneurial orientation on firm performance. We found a positive association between entrepreneurial orientation and firm performance. Moreover, our findings indicated that both the firm resource orchestration capability and environmental dynamics played positive moderating roles in the above relationship. The results also showed that, in the case of a high level of environmental dynamics, entrepreneurial orientation was more positively related to firm performance for firms with a high resource orchestration capability. In addition, in the case of low resource orchestration capability, entrepreneurial orientation was associated more positively with firm performance for firms with high environmental dynamics. Thus, this study confirmed the importance of interaction between the three factors for enhancing firm performance. Furthermore, our investigation of substantial moderators provided key insights regarding the conditions that better explain how entrepreneurial orientation promotes firm performance. In addition to two-way interaction, the support for a three-way interaction suggests that moderators of the relationship interact to further explain the relationship. The theoretical and practical implications are discussed.

PurposeWithin the theoretical frameworks of conservation of resources and job demands-resources (JD-R), the study aims to examine how sleep deficit could be negatively related to creativity at work by depleting critical resources of creativity.Design/methodology/approachThe survey data were collected from 368 individuals nested in 40 teams at a call center. The authors conducted multilevel analysis to test the proposed hypotheses to account for the hierarchical nature of the data while simultaneously estimating the effect of predictors at different levels on individual-level outcomes and maintaining the predictors' level of analysis.FindingsThrough the data, the study presents how the depletion of resource, that is, emotional exhaustion, functions as a mediating mechanism that connects sleep deficit to creativity at work. Further, the study presents that higher job demands can worsen the negative effects of resource depletion on creativity at work because they further deplete resources needed for creative behaviors. Specifically, when sleep-deprived, those working in a high-task-interdependence climate are likely to experience emotional exhaustion more severely than do those in a low-task-interdependence climate. Also, the relationship between emotional exhaustion and creativity is more negative for managers than for non-managers because of managers' higher job demands.Practical implicationsBy presenting sleep deficit-linked inhibitors of creativity at work, the authors highlight the importance of securing sufficient sleep and affective resources when designing jobs and HR practices in organizations.Originality/valueThis paper addresses the call for attention to examining the mechanisms through which sleep deficit affects employee creative behavior.

An employee’s off-work activities are known to contribute positively to recovering their energy levels depleted by daily work. Despite this view and understanding, the effect of employees’ weekend activities on their psychological well-being has not attracted sufficient research interest. Therefore, the purpose of this paper is to analyze the relationship between employees’ weekend activities and their psychological well-being, and the mediating role of job stress in the above relationship. We also investigated the moderating role of the recovery experiences in the relationship between employees’ weekend activities and job stress. Furthermore, we examined the moderated mediating effect of recovery experiences on the relationship among employees’ weekend activity, job stress, and psychological well-being. The survey data was obtained from 294 employees working in 15 manufacturing companies in South Korea. The participants were 71.1% men and 28.9% women, 49.7% were university graduates, followed by 26.2% college graduates, 12.6% high school graduates, 10.2% post-graduates, and 1.4% Ph.D. holders. In terms of age composition, 50% participants were in their thirties, followed by 19.7% in their forties. The empirical analysis revealed that weekend activities are positively associated with employees’ psychological well-being. Moreover, job stress was found to mediate the relationship between weekend activities and psychological well-being. We also found that the recovery experiences positively moderated the relationship between weekend activities and job stress. Further, the study revealed that the higher the level of recovery experience, the greater the effect of weekend activities on psychological well-being affected by job stress. The paper also discusses the theoretical and practical implications of the study.